2011-2 Leadership Summer by Ryan Lucas

LEADERSHIP Summer 2011

New to a Leadership Role? Thrive with our tips pg. 2

Embrace Workplace Diversity

pg. 6

Employee Burnout: How to Recognize it and What to Do pg. 8 Important Decision to Make? Our 10 Tips Will Help Start the Process pg. 3

leadership Summer 2011

A word from your Account Management Team... Summer brings with it opportunities for relaxation and enjoyment as we head outside into warm summer air to celebrate all kinds of activities. When it comes to the workplace, summer can be a great time to learn new skills as a leader from giving feedback to, and receiving feedback from, your team to conflict resolution. Making the most of this opportunity can be key to your personal development. We encourage you to review the articles in this issue of Leadership with a keen eye on how you can use this time to learn, hone, and implement new skills. As always, your Account Management staff is here to help with any workplace need you may have.

MINES & Associates 10367 W Centennial Rd Littleton, CO 80127 800.873.7138 www.MINESandAssociates.com

Credits Delvina Miremadi, Life Advantages ÂŠ2011 Encouraging Workplace Diversity pg 6 Receiving & Responding to Employee Feedback pg 7 Employee Burnout: How it Happens & What You Can Do to Help pg 8 Quickly & Fairly Resolving Conflicts pg 10 Krames Staywell Make the Most of Leadership Opportunities pg 4-5 business.gov ÂŠ2011 Ten Steps to Wise Decision Making (excerpt from Are You a Good Decision Maker? pg 3 Featured quote on Leadership pg 5

Life Advantages Office Stress Management Quiz pg 9

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Ten Steps To

Wise Decision-Making

This process can be applied to any situation where you need to make an important decision. If you follow these ten basic steps, you will find yourself making wiser decisions in your professional as well as your personal life. 1. Define, as specifically as possible, what the decision is that needs to be made. Is this really your decision or someone else's? Do you really need to make a decision? (If you do not have at least two options, there is no decision to be made.) When does the decision need to be made? Why is this decision important to you? Who will be affected by this decision? What values does this decision involve for you? 2. Write down as many alternatives as you can think of. Brainstorm as many different alternatives as you can imagine. Let your imagination run free and try not to censor anything; this is not the time to be judgmental. Just be sure to write everything down. 3. Think where you could find more information about possible alternatives. If you only come up with a few alternatives, you may want to get more information. Additional information generally leads to more alternatives. Places where you can look for the information you need include friends, family, clergy, co-workers, state and federal agencies, professional organizations, online services, newspapers, magazines, books, and so on. 4. Check out your alternatives. Once you have a list of alternatives, use the same sources of information to find out more about the specifics of each option. You will find that the more information you gather, the more ideas will pop into your head. Be sure to write these down and check them out too. 5. Sort through all of your alternatives. Now that you have your list of alternatives, it is time to begin evaluating them to see which one works for you. First, write down your personal values that would come into play for each alternative. Second, look for the alternatives which would allow you to use the greatest number of your values. Third, cross the alternatives off the list which do not fit into your personal value framework. 6. Visualize the outcomes of each alternative. For each remaining alternative on your list, picture what the outcome of that alternative will look like. Here, too, it helps if you write out your impressions. 7. Do a reality check. Which of your remaining alternatives are most likely to happen? Cross off those alternatives that most likely will not happen to you. 8. Which alternative fits you? Review your remaining alternatives and decide which ones feel most comfortable to you. These are your wise decisions. If you are very happy about a decision, but are not as comfortable with its possible outcome, this is a clue that this is not a wise decision for you. On the other hand, you may dislike an alternative, but be very excited about the possible outcome. This decision would probably not be wise for you either. If you feel you can live with both the alternative as well as the possible outcome, this is the wise decision you should follow. 9. Get started! Once you have made your decision, get moving on it. Worrying or second-guessing yourself will only cause grief. You have done your very best for the present; you always have the option of changing your mind in the future. Remember, no decision is set in stone. 10. How is it going? Be sure to review your decision at specified points along the road. Are the outcomes what you expected? Are you happy with the outcomes? Do you want to let the decision stand or would you like to make some adjustments? If the decision did not come out the way you planned, go through the complete decision-making process again. In the process, answer the following questions: Did I not have enough information? What values actually came into play? Were they my values or someone else's? Remember, you can always change your mind! Summer 2011 Leadership 3

Make the Most of

Leadership Opportunities

eadership opportunities at work can crop up unexpectedly. They’re unpredictable and sometimes blend in with the surroundings so they can easily get overlooked.

“Leadership isn’t a position, it’s a way of being. It’s about seeing what isn’t there and making it happen,” says Roxanne Emmerich, C.S.P., C.M.C., author of “Thank God It’s Monday: How to Build a Motivating Workplace.” Ms. Emmerich offers the following suggestions on how to make the most of your leadership opportunities.

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Do the extraordinary

To be a leader often means to have extraordinary thoughts and to do extraordinary things. The word “extraordinary” is a combination of two words that mean “more than the ordinary.” Ordinary employees follow directions, do what they’re told to do and put in a good day’s work. They have the mind set of, “This is the way we’ve always done it, so this is the way I’ll keep doing it.” “Every one of us really wants to be extraordinary,” says Ms. Emmerich. “The problem is we surround ourselves with excuses for mediocrity, and we begin to believe it’s the way to be.”

Look for problems to solve

The employee who wants to create leadership opportunities actually looks for problems to solve -- whether the problems are task-related or about office morale. When you work with the mind set of making improvements, you’re thinking like a leader.

Have a vision

Finding leadership opportunities requires a vision. Just like the architect who designs a superior building, you can design superior ways to do your ordinary work. “Each person needs to know his or her vision of what superior looks like. Without a clear vision, results are limited,” says Ms. Emmerich. “By having a vision, every employee at work has the opportunity to be a leader.”

Improve relationships

Every employee can be a leader by improving employee relationships. When you avoid gossip, sarcasm and negative comments, and substitute encouragement, appreciation and cheery greetings, you’re making the most of a leadership opportunity. You’ll be a role model to others, and you’ll be rewarded with the trust of your coworkers.

“Leaders are larger than life in many ways.

You may have ideas that will make your work more efficient. When you take those ideas and ask for permission to implement them, you’re creating your own leadership opportunity -- and an opportunity to be noticed for your innovative ideas.

Give 100 percent

As an employee, you can take advantage of an often overlooked leadership opportunity: giving 100 percent effort to your work. Act as if you were stranded in the ocean and your one thought was to save yourself by getting to shore. Ordinary employees may give 70 percent or even 80 percent effort, but leaders consistently go the extra mile and give 100 percent on the job.

Personal traits play a major role in determining who will and who will not be comfortable leading others. However, it’s important to remember that people are forever learning and changing.” The truth is, no matter what your position, you can act like a leader. “When you seek solutions to problems, encourage positive workplace relationships and do extraordinary work, you’re making the most of leadership opportunities,” Ms. Emmerich says. “You’ll be noticed for your efforts, and you may even be considered for a leadership position. Best of all, though, you’ll be happier and more fulfilled at work.”

Want more information? Log onto MINES PersonalAdvantage at www.MINESandAssociates.com. You’ll find more resources related to goal setting, leadership skills, and much more. Can’t remember your username and password? Don’t have online services? Contact your HR Department today.

Spring 2011 Leadership 5

Encouraging

Workplace Diversity Opening the Lines of Communication

Oftentimes, differences are so apparent that they can dominate our immediate impressions and weigh heavily on our reactions, interactions, and behavior. Through the development of the working relationship, professionalism, and workplace coaching, those differences will fade, allowing positive working relationships to form.

•

he workplaces of the 21st Century are becoming increasingly diverse. Most organizations employ a variety of people of different cultural backgrounds, religions, sexual preferences, nationalities, and other groups. Accepting and embracing the differences of others and promoting open communication among employees is an important part of helping to promote balance, equality, and growth in your organization. Diversity Opportunities

Having a variety of cultures, opinions, and experience can bring new perspectives, innovative ideas and out-of-the-box thinking. However, this variety can also lead to miscommunication and disagreements that might lead to conflicts in the workplace. For example, if you accidentally offend someone by not understanding the element that makes that individual a diverse member of your workforce, offer an immediate and sincere apology. Explain that you didn’t understand or recognize the root of the issue. If someone says something offensive to you, consider that they might not be aware of the diversity issues at hand. Calmly explain why their actions or language was inappropriate.

6 Leadership Summer 2011

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Here are some basic rules of communication to help those with differences interact with each other: Avoid commenting on the cultural, ethnic or racial background, or sexual orientation of a coworker. Actively listen to what’s said, pay attention to others, and look out for the visual cues that indicate how well the exchange is going. Be responsive and engaged in the conversation. Avoid casual, off-color comments or jokes that might be offensive or that poke fun at others.

Being a Part of the Team

No matter what the element is that makes someone diverse, every individual in the workplace wants to be judged for his or her performance, professionalism, and personal success. When labels and stereotypes are allowed to become “workplace identities,” they can impede the sense of accomplishment anyone wants to feel. Encouraging diversity includes giving diverse employees the opportunity to “fit in” with the rest of the workforce. Involve diverse employees in your life. You can invite them to lunch, talk to them in the break room, and even ask how things are going outside of work. Inclusion is a very powerful tool when supporting diversity.

Receiving and Responding to

Employee Feedback

onstructive feedback is a valuable necessity in the workplace. It can help people develop as a professional and become more effective employees. Below are some guidelines to help you receive feedback from your staff as well as learn skills to respond to it in positive ways.

Receiving EMPLOYEE Feedback

Surveys. Surveys are great because they can be filled out anonymously. Employees may feel more open to respond if they don’t fear repercussions for their input. Create surveys on your own or ask your human resources department if there are ready-made surveys available. Brainstorming at a Meeting. Holding a brainstorming meeting is a great way to open the lines of communication within a group. In group settings, people may feel more comfortable sharing their ideas or issues (versus approaching a supervisor on their own). Watch How Employees Behave. Are employees tentative to approach you, or do they seem nervous when speaking to you? Think about employee behavior as a means to discovering your own style. Perhaps you are sending signals that are making you unapproachable. Try to pay close attention to your eye contact and body language. Giving Yourself Feedback. It is common for other people to give you feedback, but you can also analyze your own work behavior and management techniques. Doing this can offer some valuable insight into what you’re doing correctly and what may need some improvement.

Look for patterns. Is there something you are doing that consistently isn’t showing progress or success? What are you doing that is consistently gaining ground? Take time to reflect on your actions.

When You Get Negative Feedback

Criticism is inevitable, and sometimes it can be negative. When you get negative feedback, follow these tips to use it constructively: •

Accept it. Don’t get defensive or destructive. Don’t yell or fight back, employees will be more hesitant to be honest with you in the future.

•

Ask questions and get examples so you can put it into context. Is there a common thread or pattern? See if many Remember... employees feel this way. Sometimes workers will feel

•

Consider if a change is advisable and best for everyone involved. Then, decide what action to take, start planning for it, and move forward.

more comfortable speaking up when they are one-on-one, rather than in a large group. Use feedback as an agenda item during your next private meeting and invite your team members to give you suggestions.

Employee Burnout: How it Happens and What You Can Do to Help

mployee burnout happens in every workplace. Workers may start the job as enthusiastic employees, and then turn into problem people who show up late or don’t show up at all. If you know of workers who have lost motivation for their jobs and show signs of apathy, they may be experiencing employee burnout. A worker can experience burnout due to a great amount of stress; this stress can be job-related, but it can also be a result of great levels of stress at home. The important thing to remember is that employee burnout can be reversed and there are things managers and employers can do to help an employee get back on track.

How Does Burnout Happen?

Burnout occurs when a person is placed under stress for a long time. Oftentimes, the person is physically and/or emotionally exhausted, and no longer functions like he or she used to. If an employee has been placed in a demanding situation at work or at home, the person may suffer symptoms of burnout as a result, especially if the stress is persistent and ongoing. An employee may experience burnout if he or she was passed over for a promotion or overworked without recognition, or if there is continual change in a department. An internal inability to set appropriate boundaries may also contribute to burnout. For instance, employees might bring too much work home with them.

Recognizing Employee Burnout Burnout symptoms are: • A change in work habit or attitude • Loss of enthusiasm or motivation • Absenteeism or tardiness • Negative reactions or comments

ays a ! ay re alw We’ call aw e n 3 o 1 7 8 ph 873. 800.

• • •

Emotional outbursts Health problems Drug or alcohol use

Additionally, as an employer or supervisor, there are steps that can be taken to help avoid employee burnout affecting the workplace: • If your company is downsizing, readjust workloads in creative ways. Ask employees for input, and see which tasks they would prefer to do and which tasks they would like to avoid. • Give ample notice about changes in positions or tasks. If downsizing has occurred, firm up schedules to give a sense of routine and continuity. • Redistribute workloads if employees seem overwhelmed. • Listen to employees and try to counsel them the best you can. • Pay attention to what motivates each individual employee and utilize that when assigning projects. • Understand your personality style and be aware of how that can play a role with individual employee communication. • Schedule after-work events to boost employees’ spirits. • Refer employees to resources provided by your Employee Assistance Program (EAP).

8 Leadership Summer 2011

Office

Stress Management

Quiz

These are turbulent times. On the job, you must deal with abrupt technological change, cultural differences, tensions in co-workers, time crunches, and daily workplace uncertainties. Off the job, you may face work and home conflict, elder or childcare dilemmas and anxiety associated with economic and social changes. Thus, it should be no surprise that you feel tension and stress, often with the accompaniment of stress-related illnesses. However, what is encouraging is your decision not to continue to let yourself fall victim to the negative consequences of stress. This short quiz will test your knowledge of stress and stress-related problems, as well as reveal your overall resiliency to stressful situations. Let’s begin: 1. Which of the follow is not a result of stress management training? a. b. c. d.

Have more energy and enthusiasm Stop performing positive habits Accomplish your priorities Be healthier and more resilient

5. True or False: Stress management is unique for each of us. 6. Which of these is not a positive way to reduce stress in the office? a. Take a fifteen minute break and go for a walk. b. Discuss your situation with a close friend or mentor. c. Spend a portion of your workday worrying about your problems. d. Manage your time more efficiently.

5. True or False: On-the-job stress management can have a positive spillover to your personal life.

Stress at work affects performance. If you would like to know specific areas to target to help you effectively manage your stress try this Managing Stress Effectiveness Indicator. For each question below, ask yourself whether you “agree” or “disagree” with the statement. 1. My life feels pretty much out of control. 2. I have at least a few people I can count on to listen to me when I need to “vent.” 3. I’m willing to try stress management techniques as long as I can see quick results. 4. Priorities? Everything’s a priority. 5. When I’m particularly stressed, I take a walk or relieve stress in some other positive way. 6. I tend to be able to see opportunities in almost everything that happens to me. 7. My health is as good as or better than it’s ever been. 8. I have a pretty clear understanding of what causes me stress. 9. Whenever I try to make a real change in my lifestyle I have a hard time following through because there are so many roadblocks. 10. I’m committed to managing stress as a way of life.

Turn to page 10 for answers... Summer 2011 Leadership 9

Quickly & Fairly

RESOLVING CONFLICTS

he simple truth is that conflict is not something you can ignore and expect to go away on its own. It is something you have to address directly, make a point to listen to all sides, and be willing to communicate even when it makes you uncomfortable. Those with experience in conflict resolution know that when you meet conflict head-on and give everyone a chance to share his or her side of the issue, the conflict can be quickly resolved. By acquiring the knowledge and skills to calmly respond to a disagreement and resolve it, you will be better prepared to keep a moment of adversity from escalating. Here’s what you need to know to handle a conflict with a friend, loved one, or coworker: • Set a time and place where everyone involved can meet and discuss what’s happened. • Be willing to admit that there’s a problem, as well as admit your own contributions to the problem at hand. • Avoid being accusatory and using “You” statements. Discuss the situation from your perspective using “I” statements. • Make a point to ask direct questions. • Communicate that you understand what’s being said and ask questions about the situation if you don’t. • Share what you want the outcome of the resolution to be and ask the others what they expect. • Regardless of the outcome, agree that you’ll contribute to whatever benefits everyone and helps reduce or prevent further conflict. QUIZ ANSWERS 1. If you chose "B", then you're right. Many people who experience stressful periods tend to allow bad habits to replace postive ones. These postive habits include physical activity, spending time with friends or loved ones, and staying organized. 2. If you chose "True", then you're correct. A situation that is extremely stressful for one person may be easy to navigate for another. Just as we experience stress differently, our ways of dealing with stress are unique to the individual. Some of us find exercise to be a stress reducer, while others may find reading, sitting quietly, or cooking a meal to be equally stress relieving. 3. If you chose "C", then you're correct. In the modern workplace, many people experience "presenteeism" or the act of being at work without actually getting any work done. Presenteeism stems from allowing the stresses in our lives to interfere with our day-to-day responsibilities. By developing positive stress reducing habits, you are able to focus on what needs to be done - at home or in the office. 4. If you chose "True", then you're right. Stress management is not limited to one area of your life. Each and every stress you overcome helps to build your resiliency. As your resiliency becomes stronger, you'll find that you can handle stresses at home just as easily as you can handle stresses in the office. Now that you have an understanding of stress in your life, it's time to follow through with creating a stress-free lifestyle. It can be difficult to overcome the habits that help stress take root in your life, but you can do it. Use the results of your Managing Stress Effectiveness Indicator to create a plan of action and stick to it. Over time, even small changes will have a massive impact on your ability to cope with stress. As your resiliency grows, you'll discover that your performance in the office will improve, your outlook on life will become more positive, and the things that once held you back from doing the things you wanted to do no longer stand in your way.

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2011 HR Webinar Series H�� ? C�� ? I� ��, �� ? This webinar series will give you an up-close look, using real case studies, at what is involved in effectively resolving these types of organizational challenges. Each webinar will focus on one aspect of the organizational development process using case studies to illustrate the tools and methodologies that are used. Participants will be asked to actively engage in each webinar by way of sharing their stories, challenges, perspectives and asking provocative questions. To learn more and register for this event, visit www.BizPsych.com/Expertise.html.

Session One: Series Introduction

WEDNESDAY, MARCH 16TH

Session Two: The Art of an Effective Organizational Development Assessment WEDNESDAY, MAY 18TH

Session Three: The Fine Art of Report Writing WEDNESDAY, AUGUST 17TH

Session Four: The Action Plan

WEDNESDAY, OCTOBER 19TH ALL SESSIONS TAKE PLACE FROM 11AM - 12PM MST QUESTIONS? Reach us at 800.873.7138 |

Brought to you by BizPsych and MINES & Associates Fall 2010 Balanced Living 11

. . . s r o ervis

p u S o t e ot An F

rom time to time, situations arise when a supervisor is not sure how to respond to a particular behavior. The EAP is available on a 24/7 basis for consultation on issues such as: referring an employee to the EAP, how best to respond to and manage difficult behavior in the workplace, and whether training or some other form of group intervention (such as an organizational intervention or a conflict resolution) may be helpful for a particular situation. The EAP can serve as an ally to anyone who is working with a troubled employee. • 24/7 supervisor consultation regarding problems in the workplace • Assessment of behavioral risk on the job • Return-to-Duty conferences • Advisory services in writing, revising, and implementing policies • Supervisor and Manager training • Unlimited formal Work Performance Referrals • Coaching for management and leadership skills • Conflict resolution for supervisor-employee problems MINES believes that employees are an organization’s most valuable resource. Your EAP is always available to provide you and your employees with support.

The MINES Team

800.873.7138 www.MINESandAssociates.com