Category: Coaching


                                                Leadership in Chaos                                                                    Photo Credit-courtesy of Scoop.it

Texas Church Shooting Leadership Lessons

As a generation Xer, there used to be a time when as an elementary school girl, I walked 10 miles from home to school, in the busy streets of a major city, walked back home, stopped by on the way home, bought a snack from my favorite snack shop with my money in my pocket for snacks, and got myself home with my own key to the house. I enjoyed the freedom and safety of learning, experiences and autonomy, as I grew in a very metropolitan and crowded city. Now, as a mom, I would not dream of having my children at 8 and 10 walk outside past our own street. We drive to most places during the week for school and extracurricular activities, and on weekends for events and fun outings. Driving, in my car gives me a sense of safety and security. However in reality, this is just an illusion. The truth is, the world has changed. Life has changed.   And in spite of the advents of technology, flooding of products from all over the globe, going well beyond meeting our basic needs, safety is in fact just an illusion.

 

Last weekend, on Sunday Nov. 5th, there was yet another horrific event that took place in our country. A shooting at a Texas church, killing 26 people, as young as 5 years old. That could have been any of us. There was a time where, churches similar to schools, were considered a sanctuary for people. Not anymore. Chaos is all around us, and as much as we want to ignore, blame, and shout at it, it is inevitable. It is in our homes. It is at our place of work. And it is even at our “sanctuaries”.

On a daily basis, the global economy, the growth of the population, and technology among many other variables continue to change the way our daily businesses are conducted.

Evidence of chaos is even more visible in the world of commerce and business as venture capitals, leverage buyouts and government bailouts continue to become the norm and layoffs ensue. There was a time when businesses could succeed as stable, bureaucratic and regulating institutions. The didactic, structure oriented processes were considered a key to performance and success. Involuntary Turnover and job loss were uncommon phenomenon.  In fact, the belief in order and structure crated the false notion that reorganizations were the key to productivity. Up to today, reorganizations are still very popular with the C-Suite. It has been found that nearly half of all CEO’s execute a reorganization within the first two years they join an organization. Regardless of the “reason”, these reorganzations are usually about immense structural changes in hope for better performance. In reality, according to a Bain & Co. study, out of the 57 reorganizations they studied, only one-third produced results; a profound mistake to completely buy-in to the idea that there is a link between structure and performance.

 

Beginnings of Chaos

Chaos Theory, which was most fully explored and recognized during the mid-to-late 1980s, has the premise that systems sometimes reside in chaos, they are constantly moving, but without any predictability or direction. According to Margaret J. Wheatley in Leadership and the New Science, “Chaos is the final state in a system’s movement away from order.” According to her, when a system does reach that point, the parts of a system are manifest as turbulence, totally lacking in direction or meaning.

When Chaos Theory was first implemented in to businesses in various forms, organization management also gave way to organization management. Agile methodologies were introduced as a way for modern corporations to be able to respond as markets expanded and technologies evolved.  And the evolution of high-functioning teams gave life to Members of effective teams to frequently recreate their roles depending on the needs of the team at a given point.

Embracing change therefore does not mean to necessarily try and predict every possibility and structure the organization accordingly to reach order. It is to lead with the idea that change is constant and chaos is the way of life.

Leadership Redone

When it comes to leadership, as a Human Capital Partner to Fortune companies and Leadership Coach to the C-Suite, I have worked with organizations to recognize that leadership in today’s world, is a game of balance between innovation and Emotional Intelligence, not a commandment as many see it. During times of turbulence, change, and chaos, I have often times seen more control, more structure, and more top down decision-making; a very fear-based thought process that usually ends in disengagement by followers. In today’s economy, leadership of organizations is no longer the management of day-to-day operations. It is rather, seeing the functioning of the organization as a unified system. Therefore rather than dissecting for causes in the organization for organizational problems, according to chaos theory, organizational patterns can be studies to find behavior patterns.

In working with organizations and leaders, I first start by having a value-based conversation around respect.  What is respectable to one defines their values, motivations and aspriations.  That provides a muriad of data with the identification of Pillars of Safety which is a guided exercise I practice to get at the heart of many automatic behaviors.  The assessment of  emotional intelligence ; Identifying emotions and uncovering blockages in thinking and behavior. In embracing change and innovation, rather than a hierarchical, process oriented dynamics, I help him or her to view their role as a catalyst and a support, rather than a perfect, all mighty and in control responsible party. We then drive toward allowing talent and employees to lead with their competencies, with autonomy, functionality, support and 360 degree feedback and effective communication. We therefore, allow the system to naturally organize itself.

 

 

Top Ten (10) Tips on Leadership In Times of  Unpredictability and Chaos

 

  1. Check your Emotions at the Door. One of the common misunderstandings about leadership is lack of fear. But if the opposite of fear is courage, we know courage is not the absence of fear, it is choosing to act with love in spite of fear. The reason one of the pillars of Emotional Intelligence is Self-awareness is largely because Emotion Regulation is a must part of not only living a healthy life, but difference making, business leader in the 21st century. Not admitting to fear, means not accepting yourself as a human being and that creates fear in your team. If you acknowledge your fear but show fortitude and strategy you are inviting trust and courage and unity. 
  2. Make aware rather than frighten. Yes, in uncertain times people do need communication of information, otherwise, they will assume and gossip. However, there are two types of information, the kind they can do something about, and the kind they cannot. Using the advents of neuroscience I work with my  leaders to do just that.  Rather than invoking fear, in engaging your team and activating their sense of empowerment, it is pertinent to Ignite the reward centers of the brain by tapping into the belongingness need. As human-beings if we feel scared, and insecure, we will feel hesitant to take action. But if we are made aware, we will be empowered and courageous.
  3. Talk less, do more. Often times, leadership becomes the generator of opinions and not the generator of action. Input that doesn’t add value, is not leadership. Instead it’s best to resort to responsibility. Sometimes resources may not be readily available or training may not be sufficient. Taking ownership and preparing to accept the challenge is a great tool for trust building and encouragement from a leader. Our brain’s frontal cortex associated with problem solving and decision-making has the capability to dissipate fear toward best performance, if we rise above the reptilian and the mammalian parts of the brain associated with survival.
  4. Mobilize and utilize. We have all heard of the phrase “Analysis paralysis”. There are so many different ways we problem-solve, process information, communicate,  etc.  The power of a team is in it’s synergy and ability to utilize all of it diverse talent.  There are the communicators, analyzers, and creatives etc.  For example, creative and analytic types in teams, will feel more energized, hopeful and joyful when they can do just that, analyze. Rather than get busy without knowledge. Utilize this group to team up to gain knowledge and insight quickly.  Google did just that and look where they are today.  Strategize and Make a Move. Different personalities have a propensity for analyzing decisions more than others and prefer to delay decisions as much as possible. Learning when not to postpone decisions, when you are naturally aiming for perfection, and waiting for additional information, could mean failure. It takes an opposite personality or a coach to help you bounce off ideas so you can decide to do what you need to do with what you have, and don’t look back. Indecisiveness is the surest way to undermine credibility. 
  5. Lead with Inclusion, not diversity. During the past centuries, we have gone from segregation, to diversity but not necessarily to inclusion. Diversity seems like a forced mentality. A thought that by its mere existence casts doubt on reality. Diversity is all around us. We need only to learn to be inclusive. Leading with inclusion would invite different thinking, culture, skills, experience and innovation rather than simply standardization of the same old.
  6. Be a Connector. A leader takes the time to get to know the talent in the organization. Walking among the people and learning about their world. Communication failure, is most often the key to organization effectiveness and disengagement. So elimination of silo’s and physical space and internal networking opportunities throughout is they key to building connections among people and leadership. In The Tipping Point, Malcolm Gladwell describes connectors as “multipliers who help create relationships between people”.
  7. Innovate, Don’t Dictate.  In uncertain times, arrival of new information often times means a challenge to the previous plan. Keeping an open mind to problem-solve with all levels of the team, encouraging creativity and innovation, rather than added control or measures to increase certainty will allow room for adoption of better solutions as they arise. The goal is to move forward at the best pace possible.
  8. Be an example of team not just a leader of it. During chaos, servant-leadership is the only leadership model that truly inspires a team, because it demonstrates that we are all in it together. To do this, you must stay consistent no matter how big or small the acts or tasks. That means no special treatment.
  9. Be Humble and honest. Much of the old leadership mentality is “no apologies”, “not admitting to mistakes” and certainly no “I don’t knows”. This is not confidence it is actually fear. Fear of not being adequate, not being taken seriously. In truth, people trust those leaders that they can trust, not those who are know it alls. Nobody knows all things, all of the time. So let the ego out the door, and be honest. If you don’t know something, tell them. The thing about ego is it goes both ways. You act with fear, you get fear in return; in reflection, acting based on ego, your team will not come to you with what they know or don’t know.

 

Conclusion

Following the Sunday mass shooting at the church, in response to President Trump’s tweet in that the shooting is a “mental health problem”, Puente said firearms restrictions for people with a history of domestic violence, substance abuse disorders and other high-risk groups have been shown to reduce gun violence. He went on to say that “Calling this shooting a ‘mental health problem’ distracts our nation’s leaders from developing policies and legislation that would focus on preventing gun violence through a scientific, public health approach.” Both suggesting point to control, regulation and division. Neither is actionable. Neither is working with chaos. Both comments are divisive as one blames the mentally ill, and the other Gun owners. Meanwhile the chaos continues to consistently move forward. Don’t we owe the victims and their loved ones more than simple statements of “the problem”?

One of the most influential business writers of the 1980s and 1990s, Tom Peters in his book Thriving on Chaos wrote “we live in a world turned upside down, and survival depends on embracing revolution.”

The most successful leaders understand that it is not the organization or the individual who is most important, but the relationship between the two. Guns are not going anywhere and neither is mental illness. Working as a society to accept both entities and learn to innovatively work with both is going with the times. Rather than constant blaming, accusing, and attacking, we can begin by accepting diversity of thought, culture, skills, experience and yes mental health. Design conversations around all layers of the population, and all groups. In truth, by doubting, blaming, and assuming members of society, we are creating more of the same and manifesting more fear, more pain and more threat. Hope is only in acceptance and in inclusion and that is what a leader brings to the table.

 

 

 

                      Photo credit: Getty Images

Privacy is a concept very well confused in our culture today.  In an era where almost all of our electronic devices track our everyday move, our psychographics and socio-economic decisions give life to Big Data and Artificial Intelligence to sell the next big thing, without our permission, and social media networks know where we go and what we do and with whom we do it with every minute of the day, other aspects of our lives, our trials and tribulations, and struggles which are simply part of the human condition such as unemployment, depression, disability and mental illness are considered private issues.  Well, are they a matter of privacy or are they more a matter of not wanting to deal with real agendas?

In an effort to respect employees’ privacy, many employers avoid employees’ mental health concerns.  However, like it or not, these issues have a tendency to make their way into the workplace. The National Alliance on Mental Illness (NAMI) reports that 43.8 million adults in the United States experience mental illness in any given year.

Yes, there are Employment Laws and Fair Labor Standards, but in a world where yesterday’s hero is today’s villain and due to hopelessness and limited Emotional Intelligence, a majority fall in to co-dependant status, villains can easily pose as leaders and saviors.  So what is the real solution?

 

Even ignoring the lack of support and clear danger to the quality of life of the employee, purely calculating the costs it is clear that employers can’t afford to ignore mental health issues in the workplace.

 

Last Thursday, as the New York Times reported that Harvey Weinstein, the face of the entertainment company had been accused of sexually harassing women, both inside and outside of his company for over nearly three decades, it was yet another wake up call that mental disorder is not necessarily a silent killer. One might ask, how sexual harassment is a mental disorder. Well, according to the Wikipedia definitionSexual harassment is bullying or coercion of a sexual nature, or the unwelcome or inappropriate promise of rewards in exchange for sexual favors”. In a study published in the Journal of Pediatrics.

Finnish researchers have recently discovered that bullying could result in serious mental disorders. While victims of bullying are more likely to develop anxiety disorders, or already suffer from it, the bullies themselves were at higher risk for having or developing antisocial personality disorder. Therefore it is fair to say that sexual harassment has its roots in perceived power or lack thereof. And as opposed to popular belief, recognition of mental disorder in morally questionable individuals who we may not approve of such as Donald Trump, does not reinforce the negative stigmas associated mental illness, but rather adds to the negative stigmas.

 

The World Health Organization and the National Business Group on Health indicate that mental and behavioral health conditions have direct costs as much as $100 billion for employers. And when one factors in indirect costs, such as loss of productivity and the influx of disability claims, you are now faced with a major disaster.  

 

At first Weinstein had announced that he would take a leave of absence.  However, then he began fighting and contesting the allegations. It took three directors to resign, before the company board fired the founder on Sunday.

 

The trouble here is two-fold: Weinstein was a founder and top executive, and hence a decision-maker.    However what happens when we turn a blind eye to a culture gone wrong is that, as employees, the same infrastructure we hoped would be supported by our attempts at passivity, would turn around to disintegrate, but this time without notice.  

While as employers playing mental health professionals is not wise, providing clear boundary setting education to the entire employee population on mental health issues and the importance of clearly defined boundaries is expected.

An employer’s efforts to bring to light realities, helps destigmatize mental illness and allows others to come out of the shadows and seek treatment.   employees recognize its prevalence can help employees feel more comfortable acknowledging that they’re struggling in some way. 

 

While In addition to costs, employers have a legal obligation under the Americans with Disabilities Act (ADA) to refrain from discriminating against individuals with mental illness, they are also obligated to abide by the same guidelines in treating employees vs. founders.  Under Title VII of the Civil Rights Act of 1964, there are two types of sexual harassment: a) quid pro quo and 2) hostile work environment. Sexual harassment can be physical and psychological in nature. It’s important to note that it is the aggregate of the incidents and not a single event that constitutes harassment and work hours and location don’t have a bearing on this definition.  

Langelan describes four different classes of harassers.

  • Predatory harasser This is a harasser who gets sexual thrills from humiliating others. The goal of this harasser is to just to see how targets respond. No response could even lead to rape.
  • Dominance harasser is the most common type, and usually is for the purposes of an ego boost.  
  • Strategic or territorial harassers are those who harasss to remain dominant or keep privileges.
  • Street harasser: This is verbal and/or nonverbal behavior, with frequent appearance in public to embarrass.

 

 

Overall, the culture of an organization is defined by its leadership and if leadership does not walk the talk, then there is no atmosphere of trust or a moral code, and as a result, there are no boundaries or expectations that employees can rely on. In a 2012 study of male adolescent American football players, “the strongest predictor [of bullying] was the perception of whether the most influential male in a player’s life would approve of the bullying behavior”.

Photo Courtesy of PBS:                   What Irma Left Behind

Hurricane Management and Leadership that Works

Strong Leadership and Hurricanes are very similar in that they are both transformational, purposeful, and engaging. However, one way they are very different is that leadership cannot be a force that cannot be reasoned with, otherwise, it will have consequences one of which is follower attrition or turn-over.

 

Many automatically associate Turnover with cost cutting, downsizing and poor employee engagement although this is not always the case. There is a type of turnover that is the voluntary kind and is in fact good news for an organization, especially when the organization aspires to be a Learning Organization. Take a technology company like Google, if Google hired three hundred entry-level engineers in 2014 and in 2016 had a voluntary turnover of 50%, is that a bad thing? No, absolutely not. On the other hand there is turnover of the voluntary kind that is due to poor employee engagement, lack of productivity, poor innovation, lack of job mobility, poor communication, etc. This is a real dilemma with real implications. But there is also a turnover of the involuntary kind that occurs during change. It is associated with engagement, poor communication and culture issues, centered around change, but not necessarily discontinued after change.   Take the case with GE.

 

GE Case Study

Consideration of GE has reportedly announced layoffs to balance spending cuts   This information comes merely months after the move of their corporate headquarters to Boston. Beside the fact that GE is among the various organizations the government bet on funding over $150 million in state and city subsidies, we wonder whether there is also a hyperbole parallel to their GE –Workout Method at play here.

As I/O psychologists we are of the understanding that change in large organizations is not a magical wave of a wand Despite evidence-based practices that help organizations save money, work more efficiently and increase employee engagement, the true road block to effective change remains to be institutional inertia. And what is inertia? Is Inertia just lack of movement, or is it lack of agreement?

One of the key aspects of the GE-Workout Method is that Leaders and managers identify areas for key business improvement and challenge those closest to the work to recommend ways for reaching that goal. Then on the other hand, those closest to the work, make specific recommendations in how to meet the goal and implement the approved recommendation within 90 days. Well, call us idealistic, but isn’t there an underlying assumption at play here? A key business improvement is all we heard. We didn’t hear any information in the form of initial feedback or observation even from or about the people who are running those business units. Now in developing this process, GE has presented the case that it fights beaurocracy. But if the identification of the problem is still rising out of the Leadership and Management, isn’t that more of the old beaurocracy? In a survey of clients of the GE Method it was cited that 20% mentioned the “risk of sub optimized analysis and decision-making” that can result from the Work-Out’s requirement for executive, on-the-spot decisions. Another 20% also mentioned “executive anxiety and defensiveness” with regard to the speed and process of decision-making.

 

Why Employee’s Emotions Matter

 

The limbic system, which combines higher mental functions and primitive emotions into one system, tells psychologists that decisions cannot be solely made by the cortex. It’s not only responsible for our emotional lives, but also many higher mental functions such as learning and formation of memories. According to the study presented in Association of Psychological Sciences . “When individuals are making a financial decision, “reflections” often occurs. Under conditions of acute stress, increased risk taking behavior was observed”. In fact, neuro-imaging and bio-feedback data has shown that stress may influence neural responses to feedback in the ventral striatum suggesting that stress may dampen our perceptions of the subjective value of our decisions.  

 

In truth, employees are people and people can only function if they feel valued and understood. In fact one of the key aspects of Emotional Intelligence is that those with higher emotional intelligence are expected to be able to manage stress more effectively and draw boundaries as necessary to protect their emotional wellbeing. According to Equity Theory, if employees’ subjective measures of stress are heightened because an employer’s expectations and respect for the employee are inequitable, or one sided, the employee will not feel supported, capable and keen to cooperate. In other words, the employer’s valuation cannot be effective if it is conditional. If in response to a key business issue, there is havoc and crisis, threats of job cuts, and focus groups designed to make changes fast, morale will be shaken and human capital will not be onboard. Financial results can only be gained through consistent, human capital or people practices. And it is our strong belief that through consistent and supportive processes, problems could be researched and identified within the existing systems and then through behavioral science tested and implemented in large-scale, low-cost approaches rather than job elimination.

Photo credit: Naional Geographic Kids

We all know that negative thoughts directly impact our happiness.  But did you know that negative thoughts are actually literally poisonous to our psychological and emotional health?

Case in Point

 Let’s imagine you are sitting in your family room after having watched the news on TV regarding the much anticipated hurricane Irma. You are by yourself and go to bed immediately after, with thoughts of worry and concern. Am I prepared? Did I buy what we needed? Is our home insulated well? Then all of a sudden, the rain starts outside and you hear drops of rain tapping on the window. Before you realize it, the sound magnifies and all you can hear are the water droplets on the window. You start by thinking “oh my gosh, what if that leaky faucet we’ve had in the kids bathroom doesn’t handle the pressure? “ “What if the pool overflows into the house? “What if Katie accidentally falls in the pool when she is out doing her business?” And on and on and on, your thoughts are racing. You have to wake up early the next day and you have now spent over an hour tossing and turning in bed, flooded with so many negative thoughts about a hurricane that has not even been determined to effect your area.

How Did You Get Here?   

All of this was triggered by the sound of rain. Something simple, was transformed into something very hazardous by your thoughts. Automatic Negative Thoughts are just exactly that. Slow, but consistent at first, and then turn by turn, they have the potential to form in to a category 5 hurricane if we allow them. Its possible to stop them, but very difficult.   Why? Because they have literally gotten your mind sick!

Here’s how thoughts grow into a phenomenon in our brain within the Limbic System. The two very serious illnesses of depression and anxiety are heavily caused by rumination, obsessions and the elaborate need for control of people and our environment. The need for control first begins with a single thought “what is going to happen?” Then it begins to take hold of our psyche and quickly turns in to fear, if it is not reasoned with. Why fear? Because the answer to “what is going to happen?” will always be “I don’t know”. If voluntarily stopped right away with a statement such as “I guess we will have to see” or “god knows” or “no one knows” or my personal favorite “let the chips fall where they may” we will ride through a few seconds of concern and then the gateway to fear will close. Otherwise, if the gate is opened and we answer “gosh, what if ….”, or “this is not good” , or “why did he say that and not …’, or “is it because I said,,,,”, we have now entered the land of chaos, despair, hopelessness, and self-doubt. There is a Liberian proverb that says: “ Do not look where you fell, but where you slipped.”

What Are you Thinking?

Every time you have an angry, scary, sad or happy thought, your body releases chemicals that activate your brain’s limbic system. Dr. Mark George, M.D., from the National Institutes of Mental Health, demonstrated this in a significant study. He studied brain activity in 10 healthy women under three different laboratory conditions. Through Magnetic Resonance Imaging (MRI), their brains were viewed as these women were illicitted to think happy, neutral and sad thoughts. During the happy thoughts, the women’s brains demonstrated a cooling of the deep limbic system. During the sad thoughts, there was a significant increase in deep limbic system activity. This is evidence that our thoughts tell our bodies what to do and hence we can tell our thoughts what to think. Polygraph and Lie detector tests, or what we actually believe to be most accurate here at the Center for Work Life, through Credibility assessment and Facial Action Coding, are based on this Limbic System response algorithm.

The Make Up of the Limbic System

The various parts of the the Limbic System, the Hypothalamus, the Amygdala, the Hippocampus, and the Cingulate Cortex all have different functions and hence different hormones associated. The hormones are impacted by our thoughts and set the tone for our emotional wellbeing. The more unhappy, fearful, anxious thoughts we have the more sick our brain will get and the more those thoughts will form within us.   The same way, our immune system weakens with lack of sleep, alcohol, poor diet etc. Happy, positive experiences and thoughts are like boosters and vitamins for the Limbic System.

Photo Credit: Think Tank Centre

 

 

To Be or Not to Be Following our Thoughts

Just the same way as our thoughts can work for us during a speaking presentation, when we are excited and a surge of adrenaline allows our brain to give the best performance, or when we meet someone, and know we are attracted to them because, butterflies form in our stomach and think we want to have a meaningful relationship with them, it can work against us. Many people believe just because it is a thought, it must be true. Well, that is not correct! Unless you consciously think about your thoughts, they can form pretty automatically. We can think of them as pimples. Yes, your skin can automatically form pimples, but with a good skincare regimen coupled with the proper water intake, and diet and exercise, your skin is constantly resurfaced and cleansed, training everyday to not have pimples.

Socio-cultural Influences

Our culture is one of future planning. College savings, Life Insurance Policies, 401K plans, Saving’s Bonds, Mutual Funds, and even Home Mortgages etc. are all designed tools for the future. Forget about the concept of Capitalism and who profits here, and let’s stay with the “what” part of it. As human beings, were we meant to be future oriented? Or did we become conditioned somewhere along the way to become that way? Well, looking at Research in to other mammalian species, the dog for example, could help us realize that, we could be perfectly content living in the moment. Now, we are not advocating going out and maxing out credit cards, and forgetting about saving for our future, but we are saying, we can plan for tomorrow but live for today. In other words, when we think about happenings around us, we can use our Emotional Intelligence and divide them in to three categories easily: 1. the plannable, 2. The unplannable, 3. Somewhere in between.

 Whether we are working a full-time job out there, or working full-time at home, as a home maker or parent, our work week is in The Somewhere in Between category. We can plan what activities we want to be engaged in, whom those activities will be involving, and even times those activities can be scheduled for. However, the outcomes of those activities, the length in real time it will take to complete the actitivities, the propellers vs. the hinderers will not be plannable. If you try to plan or analyze, or predict outcomes, you will spin yourself in to anxiety. The trick: You have to stop any future oriented, uncontrollable outcome related thoughts right away before they get hold of your brain. In other words, if they have already gotten to the 3rd scenario or “what if,” in this case, they are way too powerful to stop.

8 Everyday Exercises for a Healthy and Happy Brain at Work or in Life

  1. I am not in control; a power greater than me is.
  2. I surrender and accept whatever comes my way
  3. Uncertainty is a part of being alive
  4. When I am faced with an activity that worries me, I will imagine my favorite beach and I will get in, prepared but free to experience every wave.
  5. I will cross bridges as I arrive at them, and enjoy the process no matter what
  6. As soon as a negative thought enters my head, I treat it like a hurricane warning, I prepare, stay alert but calm, and use my support system.
  7. Keep record of my past trials and accomplishments and send empowering messages to my psyche
  8. I push myself to stay present in every task circumstance and tribulation.

 

 A very powerful quote by one of the most celebrated Persian Sufi Poets of the 14th Century Mahmud Shabistari said: “The past has flown away. The coming month and year do not exist. Ours only is the present’s tiny Point.”

 

Executive Time Performance Management

The culture of quick riches, and success by how much you own and how many people you know, has given life to a “more is better” mentality. Movie such as Equilibrium, and Limitless have portrayed the transformation of the human capacity with “miracle” prescription drugs that allow one to do more with their time; and without care.

 

What came to life as of lack of concerntration, possibly due to exposure to too much stimulation such as gaming and televion in the 70’s quickly transformed in to the labeling of ADHD in children. Since the diagnosis was first introduced, the use and prescription of stimulant drugs has overshadowed what in actuality was a result of proper time management. Today, there are millions and millions of Americans using and abusing and becoming addicted to drugs such as Adderall and Concerta because they feel they need a boost in their energy and performance and the nonmedical use of Adderall is a large part of what this accounts for. Since 2012, for the first time doctors have been writing more prescriptions for stimulants for adults than for children and one of the greatest at risk populations for Adderall use are professionals ages 25-44.

 

Executives and entrepreneurs often feel trapped because they are feeling overly stressed, or are faced with some realities that are alarming to them. May be they feel their job has no future, or that they simply are not able to do the things that are meaningful to them in the time they have. They feel their passion and drive for life and their work is not where it used to be. This is usually a precursor for high levels of stress, bodily symptoms, chronic fatigue, anxiety and depression.

 

Executives are often times perfectionist. They usually push themselves to the limit; racing against the clock with a thousand things to do in one day. It is very typical for them to plan too much in one day and feel exhausted and unsatisfied with their day’s accomplishments. Feeling dissatisfied, agitated, an run down is the breathing ground for a spiral of anxiety and depression.

 

A large part of Emotional Intelligence Training is self-management. Learning to say “No” and knowing when to give yourself a break is easier said than done. At the Center For Work Life, one of the first steps we introduce in the coaching process for stress and time management is the discovery of purpose and spirituality. We don’t call it Time Management, but Energy and Performance Management. Replacing old behaviors with new ones requires open space; open space to allow introspection and reality checking and questioning some of the programmed patterns that have become engrained in our psyche. Here, we start by thought provoking questions such as What am I all about? What in my life gives meaning to my existence? What are my passions and how am I feeding those today? Am I fulfilled in my career? Taking the time to answer these questions will open the door to nurturing your spirit and you then begin the healing and growth process.

 

So what about Time Management? At this point, it is “time” to note that in our book, time is not in our control.   It cannot be stopped or pushed around. So it isn’t time per say that we need to learn and focus on managing, but rather ourselves. Have you ever asked yourself “Am I allowing others to manage and direct my life or am I living My Life?

 

Here are ten questions you can answer to find out:

 

  1. Do you take on tasks as they come your way?
  2. Do you plan your day according to a set number of tasks ?
  3. Do you use caffeine, sugar and other stimulants throughout the day to keep alert and get through the day?
  1. Do you feel guilty saying “no” to other people’s demands on your time?
  2. Do you take on highly demanding days with rigor and push yourself?
  3. Do you feel you have to get through your list and do everything yourself?
  4. Do you have negative and irritating people around you that demand you  attention?
  1. When you feel tired, do you talk yourself through it and keep going?
  2. Do you constantly respond to emails, messages, calls, visits, and family without me time?
  1. Do you have a difficult time relaxing and feel guilty when you do nothing?

 

If you answered yes to at least four of these questions, you would be happy to know that you have lots of room for growth and recalibration of your stress management and time satisfaction techniques. You are probably someone who is not quite comfortable spending time with or on yourself. Performing at your best, does not mean running on high horsepower, 100 miles an hour. Learning to recognize your body signals, including your brains processing ability, and compassionately nurturing your inner learner to utilize your problem solving skills and critical thinking, will enable you confront something that none of us truly have control over; Time.

For more free tips and techniques for a better work life, visit our website at www.centerforworklife.com.

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