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talent
retention
team
building
newsletter
During our team building work with client
organizations, we've compiled a collection of barriers that
we see creating enormous stress for individuals, blocking
performance in teams, and robbing organizations of
productivity. Each issue, one of
these barriers will be addressed in our
newsletter. We'll include some
suggestions for breakthrough thinking to give you ideas
for how you might begin
busting through these barriers.
Free Team Building Newsletter
Barrier #5:
The model employee works around the clock and is
accessible
24-7.
Breakthrough
#5:
Organizations
recognize that they only get out of people what they put
in.
“The company loves
workaholics. They’re the ones who get promoted in this
place.”
“Work,
work, work. They don’t think I have a right to a personal
life!”
“When s/he
looks at me, all my boss sees is ‘return on
investment’.”
Employers know that loyalty isn’t easily given. They
understand that they have to earn your loyalty, thanks to the
impact of downsizing, outplacement, McJobs (short-term and
part-time employment), and the high-velocity rate of
change in information
technology.
Truth is, workaholics who toil for years only to receive
outplacement as a reward in their 50s are no longer admired.
Employers recognize that people are more creative and more
innovative when they have the time and space to think, reflect
and express themselves. The workaholic is no model for
thoughtful, intelligent results.
It’s great when you enjoy your work so much that it feels like
play. But what happens when even your play starts to feel like
work?
The primary reason for the latter is
job stress that travels home with you. Stress
also develops when there is no outer boundary on work hours
-what was once admired as workaholic behaviour. It can
lead to marital breakdown, substance abuse, anxiety, and chaos
… all of which travels back down the pipeline from home to
office.
It’s no wonder some people are burning out on the job.
Yet others are trading in money and prestige for lower pay and
peace of mind. We burn out when we lose the correct
balance between workload, control, reward, community/family,
equity, and personal values.
Employers are shifting to what might best be described as a
“wholistic” approach to managing. They recognize that
when their people go home at the end of the day, the employees
still have other jobs to do: parent, spouse, bill-payer,
installer, maintenance person, and on and on. Some are, in
fact, leading lives of quiet desperation.
The unbalanced life of a workaholic - the person who puts
work/job ahead of everything else - is increasingly regarded as
being dangerous and counterproductive. Today’s employers
know they are working with “whole” persons. When you are
happy - in all aspects of your life - you are of greater value
to the organization.
Remember:
Balance is a Verb;
it will always be moving and
changing
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