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by Rick Baker
On Mar 8, 2011
For a while now I have wanted to write a paper about workplace stress.
I decided, rather than wait to complete it I would write out some preliminary thoughts…this Thought Post is an introduction.
First, here’s an excerpt from Wikipedia:
Signs of stress may be cognitive, emotional, physical or behavioral. Signs include poor judgment, a general negative outlook[citation needed], excessive worrying, moodiness, irritability, agitation, inability to relax, feeling lonely, isolated or depressed, aches and pains, diarrhea or constipation, nausea, dizziness, chest pain, rapid heartbeat, eating too much or not enough, sleeping too much or not enough, social withdrawal, procrastination or neglect of responsibilities, increased alcohol, nicotine or drug consumption, and nervous habits such as pacing about, nail-biting and neck pains.”
Next, here’s some information provided in David J. Lieberman books:
What causes stress and how do people react to it?
Stress happens:
- When we have doubts
- When we are not Confident
- When we do not feel in control of the situation
5 different kinds of stress:
- Acute & short-lived
- Example – many people are stressed when they must give a speech
- Acute with a sequence of challenge of some duration
- Example – the 911 tragedy
- Chronic demands, pervasive and personal
- Example – taking care of an ailing relative
- Lingering
- Background stressors
- Examples – traffic, loud music
People react to stress 3 ways:
- Avoidance
- Problem-focused coping, when the stressor/situation can be changed
- Emotion-focused coping...change the way we feel
…to be continued
by Rick Baker
On Jan 4, 2011
We have a P=2S+O© philosophy…
For every Problem we should come up with at least 2 Solutions. And, we should keep our eyes and ears open for Opportunities.
We think:
- We should work at Solutions before we take Problems to our bosses: when we have a need to receive help from our boss we should at least take 2 Solutions with each Problem. Our bosses will appreciate that. And, this approach will help us develop keen problem-solving skills.
- Problems do not equal Opportunities in disguise. It makes little sense to seek out Opportunities each time a Problem visits us. This could very well turn out to be an exercise in frustration. On the other hand, Opportunities sometimes jump out at us when we think about Problems. From time to time Opportunities do ride on the wings of adversity. When that happens we must give our Opportunity-ideas our full attention.
I have been asked: How should we go about finding Solutions for Problems?
There are many different ways.
A few months ago, we described one creative framework for Solution generation, Edward de Bono’s “Six Thinking Hats”. Here’s a link to that Thought Post.
Here is another suggestion, Brian Tracy’s 7 Steps to Effective Problem Solving:
- Define the problem clearly, in writing. Go slowly. You want to make sure you identify the components of the problem because one of those components must be solved first, before the others. What else is the problem? You need multiple definitions.
- Identify the causes underlying the problem.
- Identify all the possible solutions. Do not assume there is only one solution. Define your boundary conditions for the solutions and the result you wish to achieve.
- Make a decision: select the best of the solutions. Ask yourself why this is the best solution.
- Establish a fall-back solution, an alternative solution...Plan B, which would be implemented if the solution fails. This forces you to expand your view and it may cause you to change the solution.
- Ask yourself, what's the worst possible outcome if the solution fails and if Plan B fails? Again, this may cause you to alter the solution.
- Assign specific responsibility, who, what, and a deadline for when.
by Rick Baker
On Dec 1, 2010
First, spend the time to understand your own ego.
And, as you do that recognize you will tend to see yourself as less egotistic and possessing higher self-esteem than other people. At least, that’s the way most people view themselves, as compared with others.
Next, work to limit your judging of other people.
When you observe what you believe to be excess ego…you may be judging too harshly? Your judgement may be inaccurate? You may be unskilled at judging accurately?
Or, your judgement may be accurate.
Assuming your judgement is accurate – assuming the other person is showing an excess of ego – recognize you are seeing the other person’s reaction to fear. You probably will not be able to guess the fear. And the person with the big ego may not understand the fear that is causing excessive ego.
Recognize – your logic will not remove another person’s ego problem. Ego is not about logic. Ego is about emotion. And the underlying driver is fear.
Next, analyse the situation.
Situations have a major influence on people’s feelings and actions. The situation includes something that is triggering fear in the high-ego person. To the extent you can alter the situation you may be able to reduce/remove the thing that is triggering the fear.
However; the situational thing that is triggering the person’s fear could be very broad/general. For example, most people show signs of changed behaviour when they are under stress. And, the stressful thing could be as broad as ‘having to go to work...and be around people’.
Does the person have a large ego in all situations?
If so then do what you can to avoid the person…you will not change the person.
If the person only shows ‘large ego’ in certain situations then do what you can to avoid those situations or remove them. If, for example, you are the boss then you can influence the situation. You can influence when, where, and how interactions happen with the person.
Neither feed nor assault the other person’s ego. Be matter-of-fact, not emotional. Make sure your actions align with your personal values…not the other person’s.
Do not criticize or work to outmuscle the other person because that could push things into ‘bully territory’.
Diffuse the situation rather than escalate it.
by Rick Baker
On Nov 16, 2010
The best laid plans…often don’t work out.
You know this from your experiences…often ‘fate’ intervenes or ‘people things’ change and plans need to be adjusted or shelved.
Maybe, the best laid plans rarely work out in the manner our ‘power of will’ wants them to work out.
So, why bother planning?
Why not just take each day as it comes to you, recognizing you have the strength and talent to face whatever circumstances and situations happen to come your way?
Of course, there are spiritual implications and these sorts of questions touch deep at ‘the human condition’, ‘what is success’, and ‘why we are here’. But, that’s not territory of this Thought Post.
We are business people. At least, that’s one of the roles we play. And, it is a role that captures a good portion of our days…and lives. So, recognizing we are in business…
Why bother planning?
Here are 2 reasons, one very practical and the other, for some readers, will require a leap of faith:
The Value of Direction: Consider the native guide who described with animation the magnificence of the thundering waters…then raised a hand , showing the European explorers the right direction …then helped them cross difficult terrain, all the time adjusting the hand as it pointed…until they heard the water thunder and saw what we now call Niagara Falls.
Direction supports a positive attitude. When we see fingers pointing toward our desired destination it is easier to be confident, courageous, honest, persistent, creative, adventuresome, etc…enjoying those states of mind aligned with success.
The Magnetism of Purposeful Action: some believe fate, [or is it luck], favours those who act and especially those who act with purpose. Quality people are drawn to their cause…some of these quality people become acquaintances…some become friends, some become champions for the cause…others become crusaders, expanding the envelope and the experiences. The better the cause, the more the magnetism.
Consider Terry Fox. Just one young man, filled with hope and a dream…knowing exactly the direction he was going…supported only by family and friends. Then…
by Rick Baker
On Nov 9, 2010
Sales Tweet #82 ""Well things usually change for the better."" John Wayne, ""The Duke"", said that in the movie 'Chisum’.
The Thinking Behind the Sales Tweet
Just about everyone admired and respected The Duke. The man was an icon and his legacy remains strong. Now, The Duke did not always prevail…in a few movies the bad guys got him before he got them. However - his courage, his confidence, and his conviction to do the right things never waivered. So, when The Duke says ""Well things usually change for the better"" we better listen to him and heed his words. A link to Changing for the Better.
by Rick Baker
On Oct 20, 2010
From time to time it is good to check out expert advice for holding productive meetings.
Expert advice reminds us of the importance of controlling the meeting process and helps us set better meeting guidelines….this is about clarifying what you mean by Good Habits for Meetings.
To maximize meeting results, here’s what Brian Tracy recommends in his book, ‘Time Power”
7 Ways to Make Meetings More Efficient
- Is the meeting necessary, if not then don't have it. Consider alternatives to holding a meeting. Who should attend? - Only invite those people. And ask - is it necessary for me to attend?
- Have a written agenda for the meeting. Write out the purpose of the meeting. Send the agenda to participants at least 24 hours ahead.
- Start and stop on time. Don't wait for latecomers. Perhaps, lock the door from the inside so latecomers can not get in…this helps them develop self-discipline.
- Cover important items first. That way you ensure they get done.
- Summarize each conclusion.
- Assign specific responsibility for next action steps. Include deadlines for their completion.
- Send out meeting minutes shortly after the meeting. This will confirm what action will be taken, who agreed to be responsible for taking that action, and when that action will be completed.
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