In the afternoon it was about five o'clock, and part of the heat from the midday sun remained. I discussed the start of another project so late, but I wanted to succeed in my intentions. It was my intention to divide my work day into two, three-hour pieces of intensive efforts, followed by time and time for my family. I even deliberately forced myself to go away from checking emails again to be more reliable in my life balance value. I closed my computer and surrounded my son. Based on previous experience, it took me 15-20 minutes to get him into the Co-Pilot bike seat for my workout in Georgetown and back. He began to tickle me and tell me about his day. Just as we rounded the bend on the Capital Crescent, indicating that we were moving from Montgomery in Maryland to the District of Columbia, something flew into the right eye. It was as if I had been knocked on the head with a branch of a tree!
I tried my best to massage this alien body with my eyes, but the harder I tried, the more it became. I imagined some strange insect trying to break into my cornea and began to panic. I took a lot of deep breaths and tried to ride my bike, only every time my left eye swayed every time. It seemed to make everyone around me nervous. When only my left eye was open, it seemed to me that I was almost a dream. It was unreal. This fight with the eye of the invader occurred when my mountain bike was walking about 15 miles per hour. Between renewed attempts to clear my eyes of water from my water bottle, my son kept asking me about the notorious reason. questions. He wanted to know why he could not see “boo boo & # 39; in dad and why i couldn't go faster. Finally I got to the public restroom of the National Park, gasping for breath. I spent more than ten minutes trying to rinse, shake and ask for everything that was in my eyes to get out. The only thing that happened is my son was sleeping. I was determined to finish the workout instead of the lame house, so I scratched my teeth and put it away. making my way along the trail. I again stopped in the same toilet on the way back and still could not knock out my opponent.
Two hours after an extended shower, an unsuccessful attempt to calm myself through a relaxation CD and a few beams under running cold water, I was ready to give up and get my wife to take me to an emergency clinic. Since I was not dying, I was just half crazy with tremendous discomfort, and I began to mentally prepare for the many hours of animation in the clinic. At that moment I remembered something. In the meantime, clenching my teeth and holding back obscenity, I managed to convince my wife to bring me a toothpick. She probably thought I was going to try to distract from the frustration. I promised that I was not going to give her a terrible replacement for olives in martini. Instead, I wanted her to put the bucket back on the toothpick. After several attempts, she realized this and said: "Now we are making progress." She saw an irritant, a source of discontent with my evening, and ran upstairs to collect a cotton swab. With the grace of Clara Barton, she removed a black speck the size of a grain of sand that stuck to my upper inner eyelid. What struck me was so little, and yes, he bought me on his knees.
Pay attention to small things
I still fear that a black speck the size of a grain of sand could lead to a failure of me for a few hours. But isn’t it when we don’t pay attention to our health, our employees and our organizations? Black spots are an ideal metaphor for what happens when employees are not encouraged by management to take care of themselves, take proper vacations and practice an effective balance of life. When we work too much for too long, sometime the small inconveniences become big and apprehensive. Not taking time for a healthy diet ever becomes a heart attack waiting to be served. An employee who wanted to spend two weeks on vacation, after your repeat. becomes one of the first behind the door of a competitor.
According to Laurie Bienstock, compensation analyst for Watson Wyatt Worldwide, "typical cost per turnover for one employee, even without realizing that you have lost productivity and intellectual property, can pay salaries to employees one or two times." Each year, Watson Wyatt publishes a report entitled “Strategic Compensation Research”, which examines American organizations with 1,000 or more. In 2006, he looked at the best performers in 262 companies. He found that of those who reported a work / life balance, 45% consider themselves to be high-ranking employees. Interestingly, no employee who did not have an effective balance in work was sent to the organization! Obviously, there is a link between more advanced employees and an effective life cycle balance.
To prevent the potential premature birth of her second child, 39-year-old Tami Booth Korvin, president of the book Rodal, left office to become a permanent home at home. She wanted to make sure she liked her family time, and that included not getting to 90 minutes every day from her home in Bucks County, Pennsylvania to Manhattan. She is known for having acquired 2001 South Diet which today sold 11 million copies. While executives do not need to leave the company in order to practice effective life cycle balance, they set the pace of the organization when it comes to seeing the balance of life. I remember working for the computer company Silicon Graphics in the late 1990s. The head of the government department, Anthony Robbins (without regard to Tony Robbins) always said: "The pace of the organization is determined by the leading dog."
Set the pace
The importance of managers determining the pace was clear to me when I worked with Best Buy, Inc. as a speaker for life balance at their annual leadership conference. As part of my training, I interviewed several store managers before the conference. I was told that store managers set the pace for each life cycle of each store. If an employee or assistant needs time, the store managers I talked to almost always provide it. They know the importance of keeping good employees. As one nursery said so aptly: “When an employee’s head is wound straight with his family, then that employee’s head is directly connected to our customers.” Nevertheless, it is necessary to pay more attention to corporate clients so that it is acceptable to take all the vacation time when it is earned, and even free time without pay.
If you were in New York in Times Square last fall, you would see a 9-foot poster visible from the sidewalks. The Ernst & Young poster advertised Rob MacLeod’s advertisements for a partner after paternity leave. A copy of the same advertisement was sent to every Ernst & Young office in the United States as part of their campaign, in order to highlight successful men who pay attention and appreciate the balance of life. It is important to note the message from the corporation that men (and women) can and will receive a promotion, paying attention to their privacy. Sometimes, if more organizations advertise it on a regular basis, a multi-week absence in the corner of the office will not raise eyebrows.
Become a change
Lee Scott was the change he wanted to see in his organization. When it was announced that Wal-Mart's CEO was about to postpone May May 2006, the rumor of Wall Street had already forced him to resign or be replaced. However, he planned a long trip with the whole family, and then with deep-sea fishing with his wife. He was able to secede from his work and returned in an updated state and replenished with the annual meeting of shareholders of Wal-Mart in June last year. According to business commentator Carol Hymowitz from Wall street journal “Managers who don’t take chunks of time away from everyday deadlines and routine functions cannot create the mental space they need in order to get a fresh look at problems, come up with new ideas and be creative.” In fact, you see everything around you as an idea, but how can you come up with new ideas if you don’t practice your work (if you don’t see)? Now more executives and employees at Wal-Mart will be encouraged to increase their working hours.
To foster the development of additional creativity, Intel CEO Paul S. Otellini took advantage of several passages. Intel offers a paid 8-week Saturday every 7 years at work, and Paul has been working with Intel for more than 32 years. This is a popular advantage in many high-tech companies and was something that attracted and retained many executives and employees of Silicon Graphics during its heyday. I remember that everyone who completed the SGI course took one, and the company did an excellent job of preventing employees from checking voice mail and email while away from it. They wanted employees to learn a new skill or take a hobby. One regional manager even went to the beach in the summer and went surfing. When managers go away over a long period of time, effective delegation becomes critical.
Delegate effectively
The US Army knows a little about efficient delegation. His mission is to cross-train the soldiers so that they can perform several tasks when their comrades are incapacitated. The army is planning such an unforeseen situation. They understand that one soldier cannot and should not be the only person who can do a certain job or knows important information. I was reminded of this mission when I worked with the AEC (Army Evaluation Command), teaching my leaders (civilian and military) how to present more power. They included several levels of their executive team in the curriculum. This added insight has made for a more interesting program and allowed his management to appreciate the importance of powerful communications.
Effective cross-training and delegation helped make REI (Recreational Equipment, Inc.) the number one place to work in the United States in 2007, based on FORTUNE & 100's list of best benefits. Sally Jewel's CEO works almost every morning so she can do her job a billion-dollar company, perform on several boards and keep track of your family. Each quarter, a member of the Jewell executive team acts as its backup copy with full authority to act in its place when Jewell is on vacation or unavailable. This gives other managers a better understanding of the work of the CEO, and also subjects them to members of the board of directors who can weigh their profits as potential successors. She does not take her eyes on the being of things. and not on its actual role. Jewell’s significant set of core values leads to “maintaining personal balance that requires commitment to family, work, and society.” She is trying to spend 1/3 of her waking hours at work, 1/3 with her family and 1/3 for the community. “During Jewell’s reign since 2001, the company swung from $ 141 million in debt to $ 150 million in cash at the end of 2006. It is interesting to note that No. 1 ranked first in the REI ranking and No. 2, American Century Investments offers paid programs for recreation.
Emotionally
Another advantage of extended vacations or vacations is that it helps managers emotionally free their positions. If you sign up at the office, it’s as if you haven’t really left. In a new study of knowledge professionals, Lexmark International found that 92% of respondents are doing or using service messages outside of work, including on vacation. Nearly 75% remain included during the weekend, and a fifth of them were interrupted during the work date. It is always on. approach only leads to burnout and from the true sense of self. During an expedition to the Himalayan kingdom of Bhutan, I met with the general director of a publicly traded company that traveled for more than three weeks without being in touch via voice mail, email or in any other way. He purposely went to distant countries, where he would not be tempted to enter the office, and no one could contact him. And since he delegated efficiently, like Sally Jewell to the REI, the organization got along fine without him. This contrasts sharply with what she recently told staff at Martha Stewart Living Omnimedia. As crazy as it sounds, the company said that employees must leave the company if they were not willing to work on weekends and long evenings over the coming months without an extra reward.
In a 2005 survey of 55,000 employees, Alcan, based in Montreal, found deep dissatisfaction with heavy workloads and long hours, says Stephen Price, director of human resources at Alcan. In a series of self-governing steps, half a dozen top managers received coaching on how to become more effective role models, partly speaking about their own problems managing workloads. Managers began to encourage managers and employees to come back and say that I do not work on weekends and the like. Even IBM has more than 50 different programs that contribute to improving the life cycle of work, and 40% of its employees today leave the company’s concessions. I recently noticed a lack of traffic at IBM headquarters in Gaithersburg, Maryland, when I trained key executives. I worked with some of their leaders to develop simple but powerful messages by weaving these messages through their presentation, and then rehearsed correctly delivering my presentation for more power and action.
Other organizations offer similar incentives for balancing small-scale work, so that when managers want to take longer vacations or increase their time from office, the effect of emotional release becomes much easier. The American Century, No. 2 on FORTUNE's top 100 jobs on the list of benefits-based jobs, said: “Achieving this national distinction is a direct reflection of the level of our people, our culture based on values, and our unwavering commitment to our investors.” American Century also pays adoption costs and the cost of home fitness equipment for its employees. Some employees of Dell, Inc. eliminated the established working hours, giving employees how and when they reach their goals. A result oriented work environment (ROWE) was also initiated by Best Buy, Inc. in its corporate offices in Minneapolis, to allow the majority of its employees the space they need, to get enough work done, and at the same time pay attention to family and personal obligations. I was told that a similar program for retail stores is under development.
Own moment
One of the best ways to practice effective life balance is to remind you about the power of Stephen Covey's No. 2 quadrant. This is the most important quadrant, and those organizations that have won the Malcolm Baldrige National Quality Award spend at least 70% of the time in this, but not urgent, area. A great way to spend more time in this area is to set up meetings with yourself to register via email, voice mail and the office. Stephen Crawley, executive director of human resources, decided to take Covey's advice. He deleted all voice mail, dropped a traffic jam on his email and stopped using his mobile phone as the primary way to contact him. It made people find him in person only when it was important. He said: "It worked, the more I got, the better our sales and profits, while the morale of the staff improved."
Susan Kramm, founder of Valuedance, an executive coaching firm in San Clemente, Calif. And former financial director of Chevy’s Mexican restaurants, said: “I fell victim to one of these jobs and, like many, hired others to do personal work, I have more there was no time. I found that I used consumption as a miserable substitute for meaningful life. ” She borrows her definition of full work from meaning since many people paid twice, and the production was three times more, from the author of the book, Charles Handy, Age paradox , Она показывает, что решение исполнительной власти для поддержания баланса жизни должно происходить изнутри. Это решение должно быть тем, что имеет наибольший смысл, будучи верным вашим ценностям. Далее она продолжает утверждать: «Мы отбросили что-то простенькое, но существенное, что баланс между работой и жизнью заключается не в том, чтобы иметь больше свободного времени, а в том, чтобы посвятить свою жизнь и часы в ней, чтобы соответствовать вашим ценностей и страстей ». Это именно то, что Best Buy говорила своим менеджерам. Это здорово, что корпорация занимается балансом жизненной жизни и когда-либо придумает решение для своих розничных магазинов, но сначала вам нужно установить эффективные границы с собой.
Как вы можете научиться устанавливать границы и находить основные ценности? Согласно линии одежды Prana, продаваемой в магазинах REI, отличное место для начала - это дыхание. Из товарного знака Праны говорится: «Прана - это дыхание, а дыхание - это начало каждого решения и действия. Эта практика осознанного дыхания может найти свой путь для большего количества людей и один за другим эти позитивные» воздействие окружающей среды может привести к экологическим последствиям ». Когда вы узнаете себя лучше, вы также сможете лучше понять своих сотрудников, вашу организацию и вашу семью.
Практика взаимного уважения
Одна из вещей, которые я знаю о себе, это то, что я склоняюсь к мелочам, прежде чем покинуть город дольше, чем через несколько дней. Я делаю такие вещи, как выключить все огни, вынуть мусор и установить термостат выше нормы. Выполнение этого списка мелочей почти заставило меня пропустить мой рейс в Исландию в последнее время. Несмотря на то, что я прибыл почти за 90 минут до того, как рейс должен был стартовать, все авиакомпании перепродают свои места. К счастью, я получил последнее место в середине самолета. Вздохнув от облегчения, когда я сел, я заметил, что рядом с окном сидела молодая женщина.
Она рассказала мне, что она едет в Голландию в рамках программы языкового погружения на шесть недель. Она собиралась жить с голландской семьей и не говорила по-английски все время. За 20-часовыми языковыми требованиями в неделю у нее было много времени, чтобы осмотреть сельскую местность и посетить ее семью в соседнем городе. Она оплакивала тот факт, что у нее много времени для поездки, но у нее ограниченные средства. Я сказал, что это была противоположная жалоба многих в рабочем мире. У большинства людей много денег, но время ограничено. Основной причиной ограниченного времени поездки является то, что Соединенные Штаты являются единственной промышленно развитой страной в мире, которая не имеет закона о каникулах в своих книгах. Имея личную выгоду от отпуска, которая могла бы перевести форму одной работы на другую, например, медицинская страховка, поощряла бы больше руководителей путешествовать и определенно увеличивала бы их творчество.
В мае 2006 года, проведенного Ассоциацией консультантов по поиску исполнителей (AESC), 85% рекрутеров увидели, что вакантные места отклоняют предложение о работе, поскольку оно не будет включать достаточный баланс между работой и жизнью, а две трети опрошенных компаний разрабатывают программы чтобы помочь лучшим кандидатам увеличить время своей семьи, не жертвуя их опекунами. Кроме того, 24% опрошенных заявили, что откажутся от поощрения, которое повредит их балансу между работой и жизнью, а 87% сказали, что баланс между работой и жизнью имеет решающее значение в их решениях присоединиться или остаться с работодателем. Похоже, что больше руководителей становятся вдохновителями таких, как Sally Jewell, Rob McLoed и Lee Scott's этого мира. Чем больше вы практикуете взаимное уважение, устанавливая четкие границы вокруг своей работы и баланса жизни, тем меньше вытягивайте свою организацию на вас в нерабочее время.
Одним из способов развития взаимного уважения является постоянное развитие причин, по которым здорово и желательно, чтобы ваша организация позволяла вам путешествовать на регулярной основе. Когда моя жена была директором HR для фирмы финансовых услуг, мы с ней хотели взять двухмесячный отпуск и путешествовать по всему миру. Сначала она не знала, как она собирается убедить остальную управленческую команду дать ей отдохнуть. То, что она решила сделать, это представить свою компанию со всеми преимуществами в отношении того, почему наша поездка была отличным бизнес-решением для ее организации. Она собиралась вернуться и обновиться, создать новые идеи и получить новую перспективу. Она также разработала план покрытия, который начался за несколько месяцев до нашего отъезда. Это связано с перекрестным обучением других руководителей и сотрудников по ее ролям и обязанностям. Я рад сообщить, что она даже не заходила в офис раз в два месяца!
Кроме того, ее действия вызвали волну других руководителей и сотрудников, занимающих длительный отпуск, чтобы преподавать английский язык в Китае, чтобы вернуться в школу для выполнения исполнительной программы. Это дополнительное преимущество помогло сохранить топ-менеджеров и сотрудников и значительно снизить расходы на оборот. Когда вы устанавливаете темп для своей организации, станете тем изменением, которое хотите увидеть, эффективно делегируйте, эмоционально освобождайтесь, когда не работаете, и владеете моментом, вы будете укреплять свою организацию и улучшать связь, которую вы имеете для себя.
