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talent
retention
team building
newsletter
(please see Request Form
at the end for permission to copy content)
Issue #5...
(please see Request Form
at the end for
permission to copy
content)
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 month, 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.
"The model employee works around the
clock and is accessible 24-7."
“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’.”
Organizations recognize that they only
get out of people what they put in.
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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