What’s your new year’s resolution?
Ok, it’s a bit early to be asking that, but bear with me, I have my reasons.
I’ve made the same three resolutions, pretty much, for more years than I’d care to count. Lose weight, be happy at work, and be more organised.
Any of these resonate with you? I have a suggestion that might help with one, maybe even two of these.
I’m pleased to say that this year, I’ve lost 30lbs. About 14 kilos. I exercise regularly. This is a big deal. Previously, the only resolution I’ve actually kept was the one when I was about 13 years old, to not drop litter.
However, I’m not a dietician, personal trainer or fitness expert, so let’s put that one aside. (Although I did learn some very useful things about motivation in the process.)
I work hard to be organised. I do so well at this (sometimes) that people think of me as organised. However, I know there’s so much more I’d like to be better at, hence the frequent resolution.
But the key one, be happy at work. That’s my key motivator. My quest in life, the reason I’ve taken some big decisions about my own working life. This is so important to me, I believe it is one of the fundamental rights. If you believe that too, then I would love to help you make some changes that can make it a reality for you.
I’m working on an exciting new programme to launch in the new year. You can help me to develop this programme by telling me what you would most like help with in the new year, by completing this short survey.
World Mental Health day today then. It’s trending on Twitter under three different hashtags, several more on Instagram, Linked In has articles on it, people are posting memes on Facebook. I’ve also had emails on it, telling me what organisations are doing to raise awareness of mental health issues.
This is all very well, and I’m not saying it won’t help for people to be more aware and more sensitive to the issues surrounding mental illness.
But what really winds me up is organisations talking about what they’re doing to ‘raise awareness’, and what they’re not talking about is stress at work. How much is the workplace the cause of the mental health issues their people are experiencing? Are they working in poor conditions? Too much work leading to long hours? A culture that frowns upon anyone who leaves on time or doesn’t get in extra early? Having to take work home? A micromanager? A bully for a manager? Or management by absence?
I listened to the Birmingham Chamber of Commerce podcast today, with interviewees from two large organisations in Birmingham talking about what they’re doing about mental health. Apart from a mention that work addiction is an addiction too, there was nothing about the role the workplace plays in causing mental health issues. There was a lot of talk about raising awareness.
Now these two businesses might be great places to work, but equally, they may be creating stress for their employees. If they’re not talking about it, chances are, nothing is being done about it. If their people have any of the issues I mentioned causing them stress at work, what are these organisations doing to address that problem? Are there genuine solutions available to them, and are they encouraged to take them up?
Birmingham Chamber also says that poor mental health and wellbeing is costing the West Midlands region more than £12 billion a year. The CIPD’s annual survey into health and wellbeing at work shows that stress is one of the top three causes of long term absences across all sectors, and the top cause of long term absence in the public and non-profit sectors. So it really doesn’t pay to ignore this issue.
One exception I did find on Twitter is Prof Sir Cary Cooper, speaking at the Mad World conference. He says that employers need to identify what could be damaging workers’ wellbeing, instead of looking for quick fixes like mindfulness at lunch. Prof Cooper is a professor of organisational psychology and health at MBS Manchester University, so has some authority to make these observations. Although it’s so obvious that if people are overworked for long periods of time, they’ll get stressed, and that will eventually result in sickness absence, I don’t understand why more employers don’t see this.
If you’re overworked and it’s having an effect on your mental health, I recommend you read How to do a great job and go home on time by Fergus O’Connell. It has some great strategies to deal with this problem. This book review tells you a little more about it.
You can also join my 30 day challenge to change how you feel about work.[WPMKTENGINECTA id=”20c659a041b84a93bf” align=”center” hastime=”false”]
O’Connell, Fergus 2005 How to do a great job and go home on time Pearson Education Limited, Harlow
Who’s in control? Whose dream are you living?
Work hard, get a good job and you’ll be a success. But now you feel you’ve bought into a lie. You work hard, but aren’t getting the rewards you deserve.
Entrepreneurship is a pretty big thing now, more and more people getting into it. I know a few people who got into freelancing or became sole traders and entrepreneurs who went into it because they wanted more control over their lives, or at least working life.
But what if you do work for someone else? Entrepreneurship is not your thing, for whatever reason. And let’s face it, we can’t all be entrepreneurs – business owners need someone to join the payroll.
I spent two days at an event last week, for entrepreneurs. Headline speaker was Gary Vaynerchuk, and there were several other speakers, most of whom were selling from the stage. But there were some lessons in there that are just as valuable to employees as those running a business. I’ve talked before about how autonomy at work is a key driver of motivation, and these seven lessons can help you take back control.
A few speakers talked about the education system, how kids are not taught how to be entrepreneurial. They’re taught how to get a job. Get good grades and work hard, and you’ll be successful. A few discovered for themselves that’s not how it works.
I’m on board with the sentiment, though it did remind me a little of Hyde in That 70s Show, who was always complaining about ‘the man’.
You may be in a role where you’re working hard, but feel you’re not getting any reward for all that effort. You’re working hard for someone else’s rewards. It’s unfortunately happening a great deal at present.
The solution? Get your own education. Learn on your own terms. Several speakers said you’ve got to learn before you earn. Essentially the same message as the establishment. But what resonates for me is that we should take responsibility for our own education, career, business, life. You may not be taught critical thinking at school, but get out there and learn to do it, it’s an important life skill. And speaking of which….
This is one of my favourites. Take responsibility for your own actions. One woman got the opportunity to ask Gary Vee a question. She admitted she hadn’t taken any action (brave of her!) but then said she was worried about what could go wrong, what should she do then? Gary Vee’s response ‘Don’t worry about the future when you’re doing shit in the present.’ As someone who has difficulty with productivity at times, I can empathise with her question, but he’s absolutely right. The responsibility to take action lies with ourselves.
If you’re in a horrible job, or have a bad manager, take responsibility for changing that. But take a good hard look at your role here. Is it really that bad, or are you causing at least part of the problem by your attitude to work? How engaged are you at work? Only 11% of employees in the UK are fully engaged. If you increase your engagement, you can increase your success. If you increase your happiness, you can increase your success. (Yes, that is the right way round. You increase your happiness first, the success follows.) Let me know if you want to know how to do that, I can help you.
This is one reason we often get caught up in not taking action. Actually, fix your mindset is probably the wrong way to say it, what we want is to have the right mindset; there’s a fixed mindset, or a growth mindset. Growth is the one we want.
We lack the confidence to go out and succeed in the way we’d like to. This is a part of the education you need to get for yourself. If you don’t know how to do it, find out. A great place to start is by reading Mindset by Carol Dweck. Or watch her TED talk if you don’t like reading. (It’s an excellent book though, I’d recommend giving it a try.)
Execute. Stop consuming, start producing. Knowledge isn’t power, knowledge plus action is power. Be knowledgeable about your job, but ultimately, you have to produce the goods.
As a long suffering procrastinator, knowledge plus action makes so much sense. Never forget there has to be action. It’s only action that moves us forward, inaction leads to atrophy. (That might not be literally correct, I’m not a scientist. But Prof Brian Cox said something similar I’m sure.)
If, like me, you’ve been afflicted with procrastination, take responsibility. There are solutions that can help – I’ve been using them myself and am recovering.
Kind of like the last one, take action, sometimes you have to seize the day. I’m so thankful I booked onto this event. It was two days away from my business, travel expenses as well as the ticket expense, and two 4 am starts. But it was totally worth it.
Apart from the awesomeness of having seen Gary Vaynerchuk speak live on stage, I got so much more from this experience that I wasn’t expecting. Sometimes, it’s worth just going with your gut and doing something, even if it doesn’t seem logical.
So if you just know you need to do something, just do it.
What, you haven’t got one already? Just, get a coach. Or a mentor. Or both.
Many thanks to Daniel Priestley, who was one of the speakers, for helping me to think more about the experience overall, and for the hidden lessons. I learned some things about myself I wasn’t expecting to, and his comments made me learn some more.
I don’t want to come over all inspirational quote here, but those memes on Facebook that tell you people come into your life for a reason? And sometimes there’re there to bring you a lesson? That’s how I feel about going to this event. I know we can’t go through life analysing every little thing that happens, but it can be worthwhile to reflect on experiences from time to time. The lessons may not be the ones you expected.
So if you’re having a tough time at work, would you like to
Then join my 30 day challenge to change how you feel about work. It starts next Monday.[WPMKTENGINECTA id=”20c659a041b84a93bf” align=”center” hastime=”false”]
New 30 day challenge to change how you feel about work.
Join the challenge now[WPMKTENGINECTA id=”20c659a041b84a93bf” align=”center” hastime=”false”]
How was your weekend? I hope you managed to chill out, relax, do something you love, with people you love. And more to the point, are you looking forward to a good week at work?
Too many people experience that Sunday evening dread, multiplied at the moment by summer’s over depression. If back to work isn’t an exciting prospect, we’re now counting down the days till Christmas, when we get the next break from work.
I’ve always felt that’s no way to live life. Work is such an important part of our identity, as well as a significant chunk of where we spend our time. It’s a tragedy if you don’t love it, and unfortunately too many people don’t love it. Gallup polls consistently show that only around 13-15% of people worldwide are engaged at work. In the UK it’s an even more dismal 11%. They define engaged as ‘highly involved in and enthusiastic about their work and workplace. They are psychological ‘owners’, drive performance and innovation, and move the organization forward.’ Does this sound like you? If so, congratulations on being part of an elite 11% of the working population.
Even worse, 21% of UK workers are actively disengaged, meaning they are resentful and acting out their unhappiness at work. They are not just going through the motions, doing the minimum they need to hang on to their jobs, but may be undermining the work of others by expressing how much they hate being there.
Which one are you? Highly involved and enthusiastic about work? Living for the weekend and counting down the days till Christmas? Or worse, dreading the prospect of another week at work?
If you’re less than happy, and want to make a change to how you feel, join my 30 day challenge.[WPMKTENGINECTA id=”20c659a041b84a93bf” align=”center” hastime=”false”]
Some studies have been reported in the HR press this week, I share my thoughts about a couple of statistics.
Links here to the reports mentioned
I recently delivered a short session on personal branding for a group of young people, on a Fastlaners course run by Uprising. Uprising is a youth charity, and Fastlaners is a short course to help ambitious young people with their careers.
A little bit of a departure for me – while I’ve done plenty of sessions for groups of young people, I’d never done personal branding before. But hey – I could do that.
I found while I was preparing that there’s quite a lot of cross over with stuff I’ve done before, stuff I’d done in the recent series of #abookintwominutes, and things related to confidence and public speaking.
We’re hearing a lot about how millennials (I think they still count as millennials? What have we decided to name the people after millennials?) don’t want to work hard, don’t want to get off their phones, don’t have any loyalty to their employers. In short, they want it all their own way.
I don’t believe this is true. The young people in this group all want to get on in the world, they all want decent jobs. I don’t think they’re that different to most others in this respect. Oh, and I didn’t see one mobile phone in the session I delivered.
On the other hand, I believe setting their own terms is a good thing. Why would they have any loyalty to an employer who doesn’t care about them as employees?
A couple of issues I wasn’t expecting came up, and mainly at the end, when they started asking questions about my background. And I realised I’d missed some opportunities. So here's the advice I gave them, and some I wish I ‘d given them.
I was asked, how do you have enough confidence? We talked about things like, fake it till you make it. Some the group were quieter and said little, others were more vocal. Either is fine, it’s all about your personality.
There are two types of confidence. There is the inner confidence in yourself – maybe self esteem is more accurate. The knowledge that you are worth something and have something to offer. I hope all the young people in the group have this – well, all young people to be honest. If not, seek help. Read books on confidence, change your beliefs about yourself, get professional help such as counselling if necessary.
The second is dependent on the situation. I don’t like driving. I’m confident enough to drive a short way, or even further if it’s a route I know, but not confident to take the motorway to Manchester for example. More on this can be found in this earlier post
There are ways to look and sound more confident, even if you don’t feel it.
One young woman told me how she wanted to find work in fine art and illustration. She had earned a degree in this, and had some relevant voluntary work experience. However, she is looking for work in the retail sector, so she can get some actual work experience on her CV. Whilst I admire her pragmatism, it would be a real pity for her to not pursue her real desire. What I wish I’d suggested is – get out there. Even if you are working in retail, blog, vlog, Instagram, Pinterest, podcast, whatever social media works in your desired field, do something and get out there.
I recently read Crushing It by Gary Vaynerchuk, and he is a big advocate of using social medial for your personal brand, to raise profile. Do this, and when you’re ready to make the transition to your chosen field, you have some assets, a track record, instead of having a standing start. I recommend a read of Crushing It, it’s an uplifting book as well as practical.
I mentioned the Rules of Work by Richard Templar. There is a lot of practical advice in there on how to get on at work, but there were one or two bits I disagreed with. However, fitting in, learn the system and make the most of it is practical advice. Not in a cynical or dishonest way, but fitting in to the workplace culture is a must. If it’s a poor fit for you, do your best while you look for something else. You spend a big chunk of your life at work – if you don’t fit, it leads to a miserable existence. I know, I’ve been there.
I mentioned the job early in my career when I was bullied by a manager, and was asked how to deal with this. Not expecting the question, I don’t think I was very reassuring, and I hope I didn’t create fear around this. Whilst it can happen, it isn’t a certainty in everyone’s career. How to deal with it effectively? This is a lot easier if you have inner confidence (see 1 above).
If it happens – if someone makes aggressive or passive aggressive comments to you, the best way is to deal with it immediately. Let them know you understand what they’re doing, that you expect to be treated with respect and won't play mind games.
If things do get out of hand, go to your HR department or another manager for help. There are resources out there should you find yourself in this situation, and this earlier post gives more details.
Have a clear idea what’s important to you. What are your values, what does work mean for you? Your’re entitled to look for this. Yes, you have to play your part too, but being assertive and confident in what you want out of life and expecting to get it as a reward for everything you put in isn’t too much to ask.
We talked a lot about authenticity and integrity, and examining your values in this way can help you to bring your best self to work.
It was a pleasure to meet you all, and I wish you all the luck in the world in finding work you love. And if any of you do start a blog, vlog, podcast or something else, let me know, I’ll be delighted to share it on.
Last week's post told Jeanette's story, and showed how untrustworthy managers can cause problems.
Firstly, it does fall to this manager to be willing to look at his behaviour and determine to develop his skills and alter his approach. Or it falls to his managers to encourage him, or get rid of him. But let’s suppose he is willing to change. How can he develop the trust of his team?
Stephen Covey, in The Speed of Trust, says that it can be done, even though it is tougher to regain trust once lost.
There are four elements – two relate to character, two relate to competence, and all four rely on each other.
The four elements are
Let’s look at what each of these mean.
Doing the right thing – even if no-one is watching. Integrity is more than honesty, it’s also congruence, humility and courage. After Gandhi spoke for two hours without notes to the House of Commons, his secretary said ‘What Gandhi thinks, what he says, what he feels, are all the same.’ And it’s important to have the courage to do the right thing, even when it’s difficult.
We all make mistakes. But what’s important is our intent. If we believe that someone’s intent is to help, do good, then we will feel we can trust them. But if we don’t trust their intent, how can we trust them? Using the example above, if we think the manager’s intent in yelling at his junior staff member was to help them learn (alright, that’s a stretch, but if he was normally helpful, and this was out of character, then we might accept that the telling off was meant to help her not to do it again) and we would still have trust for the manager. But if we know the other stuff about him, we’ll believe the roasting will be to protect his own behind, and that he has no interest in actually helping his team member to develop and grow. And the mistrust is what will develop and grow.
Moving on to competence, we will not trust someone who we don’t think can do what we expect them to do. You might trust your GP for example. But if she then says you need open heart surgery, and she will do it for you, you’re unlikely to trust such a specialised procedure to a general practitioner with no experience in surgery.
What results have been delivered? Moving back to the manager (I should give him a name – maybe I’ll call him Ron – Ron Manager?) what results has he delivered? The job of a manager is to get the best out of his people. Probably to help retain expertise for his organisation, reduce stress and sickness absence. Ron is losing people left right and centre, there’s above average sickness absence, and those that stay don’t perform very well, motivation is at an all time low.
On the other hand, a manager who has a happy and productive team obviously has their trust, and equally important, trusts his team to carry out the organisation’s purpose without looking over their shoulder, and knows they will go above and beyond when it’s needed.
If you would like to improve trust within your organisation, I’d recommend reading ‘The Speed of Trust' by Stephen Covey with Rebecca Merrill, see below for more details.You can also give me a call to talk about how Silvern Training can help you achieve a positive, dynamic workplace using our seven guiding principles of Pam Cast.
Call Lindsay on 0121 624 1957
Covey, Stephen M R and Merrill, Rebecca R 2006. The Speed of Trust. Free Press, a division of Simon & Schuster, Inc New York
The last – and most important - of our seven principles is trust. Although it is the most important, it is last for a reason.
You can’t have trust without the other six principles in place. A friend of mine was often complaining about her manager, and one of the things she often said was ‘I just don’t trust him’. So one day I asked her why. She launched into a bit of a tirade, I was almost sorry I asked.
‘I knew that in whatever situation he wouldn’t put my interests first, always the organisation or himself. He wouldn’t have my back, even if I was following his instructions, it would be my head on the chopping block, and he wouldn’t even have blinked.
If demands were made for the team to work in a different way, he’d just agree to it without asking us if it caused any problems, even agreeing to things that went against our employment contract, things that jeopardised our safety, because his bosses wanted it. He’d just buckle under pressure, and never look out for us. When the problems were brought to his attention, he just became patronising, belittling the danger. He would never admit he’d made a mistake.
A new, junior member of staff once did something that breached client confidentiality – it was accidental, it wasn’t malicious. It was serious, and she needed to be called on it, but this manager bawled her out over it in front of everyone. He didn’t take the time to work out if she had missed out on training, he just tore off a strip, I’ll show my managers I’m coming down hard on you.
To meet our tough performance targets, we needed to work extra hours, and we’d often done this out of goodwill. But if he hadn’t got our backs, why should I have his? All goodwill went, our motivation was totally depleted. In another role, I often went over and above if the team needed it, I would do it because I knew they had my back.’
I asked my friend how she felt now about this experience. She said that even now, more than a couple of years later, she felt angry about it, and it took a lot more experience before she realised it wasn’t her fault. It still irritates her that she judges her work surroundings by it. She isn’t fully happy in her current role, but is relieved it’s not as shit as that.
I’m sad for my friend that she had to go through that. I’m sad that she uses that as a benchmark for how good her job is. I’m also sad for the organisation and the people it’s meant to serve.
Let’s dissect some of the things she said about her manager’s behaviour.
He wouldn’t have my back
He’d just agree to it without asking us if it caused any problems
He just became patronising, belittling the danger
He would never admit he’d made a mistake
This manager bawled her out over it in front of everyone
He didn’t take the time to work out if she had missed out on training
Goodwill - if he hadn’t got our backs, why should I have his?
In other words, he wouldn’t support members of his team
Again, showing the lack of support. Also taking away the team members’ autonomy
No appreciation for the team’s opinions, contribution, concerns.
Undermining any trust there might have been
Appalling communication skills
Bawling her out would have no impact on future learning and development. Well, not in a good way.
People who don’t feel valued and appreciated won’t go the extra mile when it’s need.
Motivation was totally depleted. We lose sight of why we’re doing the job we’re doing if we don’t feel appreciated, supported, have no autonomy, suffering from poor communication amongst our team. Being engaged with our purpose makes us more effective and productive, but this engagement cannot thrive under these conditions.
The new member of staff publicly bawled out probably learned to keep her mouth shut, keep out of the way of the manager if possible. Ruling through fear and intimidation is not a good way to develop your team’s skills in becoming effective. Did she need more training in the rules of client confidentiality? Was this an error or omission on her part, or is it something that should be more effectively trained as part of the induction – are the current systems and processes as effective as they could be?
Another result is that my friend left – she looked for other employment, and found it. So that organisation lost someone with many years of experience in the field, someone who was committed to helping this client group, someone talented and with a lot of commitment to working with this client group, a difficult group to work with. They were left with the alternative of advertising, recruiting and training someone else. As I said last time, it can cost six to nine months salary, or £30,000 to replace a member of staff. Or not replacing her, so that they offered a lesser service, clients lost out, society lost out, the remaining staff were even more stretched and stressed.
And that’s just one team member. Multiply that – how many others did they lose? How much did they lose in sickness absence through stress? How much did they lose having a demotivated team, who were not willing to go the extra mile if necessary, because the manager didn’t have their back?
We’ll look next time at what can be done to develop and increase trust.
Why should you, as an employer, support your staff? They are there to do something for you, and you pay them for their service, so you don’t owe them anything, right?
Well, maybe, but then what happens when you need them to go the extra mile?
I worked in charities for a long time. I know that most of the people who work in charities do it because they love the sector, believe in making a difference for their cause, and usually are willing to work over and above their contracted hours because of this. They also know how strapped for cash their charity is. The public’s perception is that the sector is full of highly paid executives happy to take their excessive salary at the expense of the people they are meant to be serving. The truth is that most people are underpaid for the work they do, accept this because of their commitment to the cause, regularly attend events out of hours or work unpaid overtime.
I spoke recently to a teacher who works with teens in alternative education. The naughty kids, she called them, though I could tell she didn’t buy into this description, she was just using that to explain herself to people who didn’t understand her role. She’s worked for this organisation for a few years, and has amazing results getting these teens through their GCSEs. Someone asked her how she coped with misbehaviour and abuse. While she downplayed it, she did say it was tiring dealing with these students. Having done this myself a few years back on a part time basis, I can only imagine how exhausting it would be full time. So I asked if her organisation looked after its staff.
'Being honest', she said, 'No'. Most teachers only stay one or two academic years. She is the longest serving member of staff, but the organisation won’t fund her to complete her teaching qualification. So, despite her years of experience in a difficult role, she is trapped. She can’t leave like others have, because she wouldn’t be able to get a similar position. And can’t afford to self fund to gain her qualification. (Possibly because she’s not on a great salary, though she didn’t say this.)
It’s costing the organisation to operate like this. It would cost them around £2,500 to fund this teacher’s qualification. One source suggests that it is costing them six to nine months salary to replace an employee.  Another, an ACAS study in 2014, put the cost at £30,000 per person. And that’s without factoring in the loss in productivity because the replacement teachers aren’t as skilled at working with this difficult group of students. Their results aren’t as good as they could be, and the impact on reputation will be costing them too.
When I talk about trust (see next post) the example there is of a manager who ‘doesn’t have my back’. This person did leave that organisation. They say people don’t leave the job or the organisation, they leave bad managers. An article in Inc last year put the figure as high as 75% of people leaving because of bad management and leadership. It’s clear that lack of support is one of those factors. If people don’t believe their manager, and by extension their organisation, cares about them, then there is no loyalty.
On the other hand, a small manufacturing company gave one of their employees unlimited time off when his wife became seriously ill. They even paid him for a significant portion of the time he took. In return, he’ll have no hesitation in staying late, or more realistically, getting in early (his wife is now in a care home, he visits daily) if his company needs a rush job. He’s unlikely to look for another job, because he wouldn’t know if a new employer will be so understanding about his commitment to his sick wife.
Kevin Murray, who commissioned a YouGov poll, found that the single most important cluster of attributes in getting good results were understanding and caring, which he broke down into these components
Gallup, in their Q12 questionnaire, include a question asking whether your supervisor seems to care about you as a person.
So if you asked your staff right now, do we give you the support you need, how likely are they to say yes?
If you want to know for sure, you can use our free survey to ask them. Click the link here to get a code you can pass to your team. Individual responses will be in confidence, we’ll get back to you with the results.