We know from neuroscience that one of the brain’s primary functions is to see events and conditions in the world as either threat or reward. This neural imperative raises an important question; if the brain is organized around this unifying dynamic, what is its nature?
While reading Buddhist teacher Pema Chodron’s book, Living Beautifully (with Uncertainty and Change) it struck me how powerful the role of impermanence is in shaping our lives and its drive in determining what we perceive as threat or reward. This force is constantly compelling the choices and decisions we make and manifesting as our daily behaviors.
Most of us don’t walk around consciously thinking we live in a universe where things are constantly changing and in flux. Most people don’t wake up each morning and plan their day as if it may be their last. However, when you link this idea with the proposition that under the veneer of our lives is the struggle with our immortality, you see how it can contribute to the forms our lives take. The conflict between living in a world where things are constantly changing – impermanent – and our striving to feel grounded, is reflected in our thoughts, emotional states and actions – our “self-identity.” Continue reading →
“Freedom is the ability to pause between the stimulus and the response.”Rollo May
Beware of quick fix formulas! On this we can mostly all agree.
The E + R = O (EVENT + RESPONSE = OUTCOME) formula, which we picked up on from Jack Canfield’s – The Success Principles How to Get From Where You Are to Where You Want to Be, is an effective, practical and not a quick fix tool that can help you to change the way you work – and live.
Because to use it, you have to change the way you think. Doable – yes! Easy – no!
People are not tasksor robots. I’m still surprised when I meet people in the workplace who don’t believe that people are the most important part of their jobs. Sadly, the people are a means to my end meme still dominates. Granted, many people are disengaged, burnt out and disempowered – and can’t summon up the energy to deal with diverse personalities and needs andintense organizational pressures and demands.
Most of the business world is still organized on the principle that a job is essentially an economic transaction. Workers are being asked to do more with less –and faster than ever before. Employee head count is down and the bar for performance set higher. And managers still don’t seem to understand how to establish a workplace environment that view workers as people. An over reliance on the rational (we’re here to work!) and on emotions that don’t feed the human spirit (anxiety, mistrust, resentment, frustration) all contribute to the sense of exhaustion and disillusionment that many employees feel. Continue reading →
I cited some astounding statistics (hopefully, not too many) that suggested the issues and causal factors underlying disengagement. A major component contributing to engagement that explicitly and implicitly surfaced in the study was relational dynamics. In other words, “people skills,” which is the focus of this article.
Gallup places the spotlight on managers and leaders whose weak people skills fail to help others feel connected to their work and good about themselves. What are these people skills that not only relate to others, but to us as well?
At the risk of sounding overly simplistic, here are a few of the people skills that I find missing in many managers that directly affect employee engagement. Continue reading →
We seek self-expression through our work and for many people, work is meaningful and satisfying. But let’s face it – most of us have to work to make money. And while meaningmay be a moot point for the majority of working people – how we think about our work and how we relate to the people we work with has a great deal to do with how we go about achieving results.
An informal poll that I’ve conducted with managers representing a diverse range of companies and positions shows that the average amount of time spent at work is between 10-12 hours. No amount of productivity seems enough.
Overlay these long work hours with existing economic conditions, rapid technological changes, people doing more with fewer resources, high levels of anxiety and uncertainty in the workplace and you have a formula for isolation, disengagement and uncivil behavior. However, at the same time I hear comments that reflect a yearning for something more in the workplace than just a paycheck.