Modern Managers Success Kit

by

CONTENTS Chapter 1: Chapter 2: Chapter 3: Chapter 4: Chapter 5: Chapter 6: Chapter 7: Chapter 8: Chapter 9:

How Can I Motivate My Team to Produce More?......................................Page 2 How to build, nurture & blossom your innate Leadership Abilities.............Page 5 How to Collect Money Successfully in business........................................Page 8 How to Generate REALLY creative ideas through brainstorming................Page 11 Are TRUE Leaders Born, made, chosen or ordained?...............................Page 13 Surefire Solutions for dealing with Anger................................................Page24 The Basics of a Good Business Plan.......................................................Page 25 Impact of Stress in the Modern Workplace..............................................Page 28 The impact of personal relationships on workplace..................................Page 31

Chapter 1 How Can I Motivate My Team to Produce More?

Nobody can gainsay the fact that the employee recognition and reward zones are two of the most powerful motivators for inspiring on-the-job excellence. Interestingly, strong evidence has now been found to suggest that the foregoing factors are even more important to ultimate job satisfaction than pure salary. However, it is not quite as straightforward as that, for the pundits contend that incentive compensation programs must follow certain guidelines to succeed. These must also be well-defined, and measurable, related to actual performance and output. If this is not done, they may come back to bite you in the rear-end. Ignore this at your peril.

There are two widely divergent schools of thought when it comes to comes to how work teams and the individuals in the team can be optimally motivated to give it their best shot, not just once or twice, but all the time, and consistently: 1. The contention that motivation must come from within Here, we are regularly told that no manager on earth motivate his staff from above and get them to perform at an optimum level – they maintain that all motivation must ultimately come from within.

2. Output and performance is directly related to financial and tangible rewards There is a strong culture in primarily sales-focused companies to reward their front-line sales executives by way of monetary incentives which can be directly related to their measured against their sales performance in the field.

Regrettably, these dollar-based incentives are usually made on an individual basis, with the star performer most often coming off best. On the face of it, one could assume that there is little inherently wrong with this approach. But what happens in practice belies this, as it often deteriorates into an 'every man for himself' situation, and even a 'dog eat dog' scenario.

The unintended consequences are often yet further disharmony and division permeating, first the sales staff bickering over 'whose territory is whose' and this then trickles on to the support staff who can be justifiably peeved that they deserve a proportional slice of the cheesecake.

Beyond doubt is that every one likes to be at the receiving end of some form of recognition – especially extra cash. From a managerial perspective, it always makes good business sense to bolster a desired performance level with an appropriate reward. Across a wide spectrum of business models it is accepted that rewards play an important part in job performance, motivation and productivity.

The royal road to recognition of employee achievement, properly handled, can make your workplace a haven for high productivity, if you take the trouble to follow some simple guidelines which have been shown to work at the coal face.

1. The formula must be: Performance = Reward The company incentive scheme can only be effective and have real meaning if employees can easily draw a parallel between what lands up in their back pocket related to actual job performance.

• • •

The criteria used for the assessment of rewards must always be totally transparent, and also easy to understand at every level.

Length of service should not be a factor in an incentive-based reward scheme.

The reward or bonus should be directly related to the financial benefit – the bottom line of the company 2. Ensure balance and congruence in the scheme by resorting to companywide consultation

• • • • • •

Establish a forum of innovatively minded managers, and then rope in past, and good performers to oversee incentive plans. Make sure the forum does not get bogged down, by ensuring that you periodically introduce new blood into the team.

Bottom line: Scheme benefits must reach every segment of the organisation, and a t every level across the board. You cannot afford to exclude anybody from top executives to the excavator operator. Ignore him at your peril, as he will dig the hole you fall into!

Avoid paying strictly time-related benefits, such as the traditional end-of-year bonus. This type of incentive loses its impact when employees just expect it to be paid, irrespective of their level of performance.

Adopt a two-pronged payment approach by rewarding both individual and team performance. This will serve to ensure that you get a good team spirit, and then stellar individual performance.

Encourage managers to acknowledge staff and team performance in writing, and to document accomplishments in a specific way.

Insist on input from top managers to ensure that their participation will encourage their enthusiasm for any performance output.

3. Identify any rewards that your staff will prize

The saying goes, somewhat mischievously perhaps: 'Everybody has their price' – The fact is though, any incentive scheme must provide rewards that are valued by members of your staff.

Some credible research has shown that they are generally in the following bracket, in order of importance: • • • • •

A good income, and the opportunity to advance within the organisation Being paid on merit, emanating from inherent and acquired skills The opportunity to work in a creative and challenging environment with concomitant financial rewards and incentives.

Being able to participate in meaningful decision-making, which encourages loyalty to the objectives of the organisation.

Attractive fringe benefits, including paid medical aid, pension and share options 4. Extra-curricular incentives

There are many creative ways of rewarding staff when related to excellence, which can further accelerate their performance: • • • • • •

Tickets to sought-after sporting events Shares and access to the company gym Wall plaques and certificates A weekend in the company seaside cottage.

A visit to a Wine farm, including samples to take home Team conferences at a game ranch.

• •

Overseas research trip An upmarket restaurant dinner.

You will discover that this sort of variety is appreciated by most staff (you always get the cynics) if it is awarded judiciously for due performance. Not just handed out like sweets.

5. Act quickly, don't ever dilly-dally When performance results are made available (and make sure it is done without delay) respond with rewards as soon as possible. People will respond accordingly 6. Don't be shy about making it all public Find a way to make a big deal out of excellent performance – but always keep it real: Artificial functions are always a major put-off. Sincerity will win the day in the form of a brief presentation during the day – not waiting for when people need to get home in the traffic, and to their families. Be flexible – it will pay YOU huge dividends.

Chapter 2 How to build, nurture and allow to blossom your innate Leadership Abilities Looking toward the beautiful south of Johannesburg, is an imposing range of hills locally known as “Klipriviersberge” or “Rock River Mountains” - which somehow, when one gazes at it, if you are prepared remain still and then to listen to it's eternal message, speaks powerfully to the human soul within.

But it is the other side of this mountain draws the heart – where aeons of history have been unfolding, and have been witness to the vibrant pioneer spirit of the brave leaders of the country that have long since passed on – the leaders that saw beyond the horizons ahead, and into the future that we now enjoy. They then believed implicitly, never doubting, that their dreams would live on and become reality.

If we could but perhaps catch that spirit again, but now as a Life Purpose, a quest we would then be able to open our eyes, lift our spirits and forge forward to a new found destiny. Trust would live again, and together with that, strengthened relationships. Indeed those leaders would have gloried in our new-found ability to stand firm against the winds of resistance in life, and then to move forward to continue the quest for which they so boldly set the precedent.

These people, us, would then truly be the NEW leaders – imbued with the guts to do what we should, to make this earth a place in which we can all again be proud to live in. Truth be told – there is nothing or hidden about what TRUE leadership entails. The essence of truly great leaders may be as rare a hen's teeth, encapsulated in some athletes, artists, actors and adventurers – but ALL of us, you and I, have within us, leadership potential.

Regrettably, there is no foolproof recipe, no secret formula or holy grail that leads relentlessly to successful leadership. But there is no need to be downhearted, for if you are willing your thinking to the guidelines that follow, you will already be well along the road to again seeing the mountain ahead, and then envisioning the prospects beyond for applying inspirational leadership.

Integrity for starters The very word integrity has been alternatives, such as probity, honour, fidelity and old-fashioned honesty – but it all boils down to just one thing - “a strict adherence to a code of moral values, artistic principles or other standards; complete sincerity or honesty”.

The application of this moral code in life will help you build trust, allow you to influence others positively, and build your stature as someone that can always be depended upon. The Greek philosopher Socrates wisely said: “The first key to greatness is to be in reality what we appear to be”. In modern lingo it simply means not being two-faced.

True Grit Savants – academics – tell us that, that there are four stumbling blocks to negotiate on our road to successful leadership: An education via books or life experience Observing and absorbing the knowledge and experience of the wise and foolish who thus provide either a good or poor example for us to follow or not.

By guess and by God By the “ouch” process – bumping our heads All distil into one notion: “stick-ability” - moving the stumbling blocks to use as a stairway on our way to the top.

Self-esteem goes before Self-confidence Overwhelming overconfidence can rapidly translate into arrogance, and if it does, our cause is lost before we even start our journey. If you don't like who you are, don't expect others to like you, let alone follow your lead. If we use self-esteem as our foundation, genuine self-confidence can be built by drawing on our life experiences, acquired and honed skills, promoted by visualised and verbalised positive affirmations.

People tend to buy into your personality before they acknowledge and follow your leadership. It is not something to be forced ONTO people from the top, rather a quality recognised from those that want to be lead: “Sing the right song, and the chorus will follow” Discipline and Desire No point, is there, in wanting to run the London, New York or Comrades Marathons if you lack the fortitude, determination and discipline. But you need a credo to aspire to for this to mix and then gel – some call THAT their Life Purpose – whatever name is given to the tag that is applied, there must be a burning desire to make a difference.

If you are sensitive to the basic human needs – what people want, and then makes them tick – then you are responding to the essence of the human spirit within each one of us. Help people to strive for what they expect and want from your leadership, and you will be remembered for the part you got right. The part you completed well will be your enduring legacy.

Make others feel important Dale Carnegie once wrote: “people are more likely to be concerned about the boil on the back of their neck than a million deaths form starvation in China”. The point he was making was that we all tend to be so self-absorbed that others don't matter.

But, by respecting and being tolerant of others foibles, and rather finding the innate good within them, and highlighting that, you may well be surprised to find that people are even willing to die for a cause.

Your Energy is infectious.

Ideally, good leaders need to be both mentally and physically energetic. Don't be a blabbermouth – get on with that 5 letter word: “DOING” - roll up your sleeves, share the pain, applying yourself to going higher, longer and further. Richard Branson is not a multi-millionaire as a result of talking. He has done it himself – in his book title “Screw it, let's do it” is encapsulated the spirit he epitomises, and people have gladly followed in his Virgin Group of companies.

Courage is the key Failure is but the smoke which evaporates in the heat from the flame of courage, and is the key

to attainment at the highest level. A leader takes failure by the throat and displays a level of optimism that overwhelms ANY prospect of failure.

Keep out of the Sandpit Sandpits have two recognised uses. One is for children and childish behaviour – the other is for athletes practising for or achieving greatness. Don't indulge in sandpit behaviour that could be construed as reminiscent of child's play. Rise above the herd and embrace high ideals, high jumps, and long jumps in you mental imagery.

Timing is critical 1. Andy Griffith - Darlings - “There Is A Time” - http://www.youtube.com/watch?v=iQtXEb7C30o If you can have the vision to “seize the moment” - successful leadership is at hand. Good timing comes from a combination of imagination, foresight and vision – with a good dollop of “wide-awakeness” thrown in for good luck and being able to grab the opportunities when they come around.

Attitude is all Life is a journey and Joy is not a destination. The message here is that life is NOT what happens to you – it is what you do with it that makes the difference – and your attitude is the key. John Maxwell once famously said: “Pessimists complain about a breeze. Optimists know it will change direction. Leaders adjusts the sails.”

Do you “C” your leadership Succeeding?

Here are 10 Ace cards to attaining true leadership: 2. Charismatic – exceptional ability to attract and influence others 3. Caring – concern about the welfare of others above that of your own 4. Commitment – bound intellectually, spiritually or emotionally to a cause.

5. Communicative – articulate yourself with ONE mouth, but listen with TWO ears 6. Consistent – conforming tot eh same principles, course of action or standards 7. Creative – characterised by originality, expressiveness and imagination 8. Competent – having adequate skills or capability 9. Courageous – the state of mind or spirit that enables one to face danger and overcome fear 10. Crazy – just a little bit though” - to really believe that you ARE able to make a difference.

Chapter 3 How to Collect Money Successfully from Slow and Bad Payers in a Small Business In Any business, collecting money from your debtors list tends to be a normal, everyday process, except when people persist with not paying. Early on, it can be a relatively minor annoyance. A minor debt is relative though, and so, depending on the size of your business, the noncollection of any debt can escalate into epic proportions where it can tip into, first being a nightmare, and then sliding into disaster. To avoid the disaster situation, one needs a well-planned strategy to counter the moves of the debtors concerned.

Traditionally, over many years, ever since accounting and bookkeeping started, every small business has had its own processes, starting with a simple account reminder. This can work very well with routine account handling, but unfortunately some debt-dodgers have tended to become very sophisticated, and to keep up with their shenanigans, many of the more wideawake business owners have developed their own strategies to counter their moves.

It is important not to fall into the trap of thinking one can run along normally, almost with a Pollyanna mentality, thinking that the debtors are honourable, and this attitude seems to have given way to a number of well-worn clichés: 1. Falsehoods associated with debt-collecting have troubled businesses for years – but that is just what they are – False, so reject them: •

Getting people to pay on time is difficult and expensive: The facts are that it IS possible to collect your money simply and inexpensively

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Being too pushy for the payment of bad debts is not good for business, or your im age, or being too pushy will drive your customers away: The REAL truth of the matter is, who actually needs customers that are costing your business time and money in the long run?

•

Bad debts are part and parcel of being in business – if you don’t have them, you can’t be doing too well. The truth is: Successful businesses ensure that their debtor lists are kept the minimum.

2. Weight up and then decide if a debt is worth pursuing The pundits will tell you very quickly that not ALL debts are really worth pursuing. Here, there are two basic considerations to evaluate: •

The size of the debt in relation to your overall work in progress

•

The time required to collect the debt

An example is: Bigger businesses would feel fairly relaxed about a $10 000 debt, but this amount would push a small business to the wall if it was not handled with impunity.

3. Persistence Pays

If you have concluded that a debt is worth chasing, then you must be prepared to be tenacious, employing a number possible options, until the debt is recovered. This is not the time to stand back lamely – it is a call to arms, time for action.

4. Get the attention of the debtor If you want your recalcitrant rogue/s to pay due attention to your requests/demands, then you must be businesslike and clinical. No time for sentiment or mealie-mouthed platitudes. If your approach is not totally businesslike, the debtor/s concerned will not take your demands seriously – thus effectively consigning your accounts to the IN tray, where they will collect dust, or be consigned to file 13 – the waste basket.

5. Put the “A” into Action Just in case you may have forgotten: it IS YOUR money, and it belongs in YOUR bank account.

So if your first reminder does not bear fruit, then telephone, or pay a visit to the debtor. In fact, both approaches can be effectively combined as follows: On the phone, say to your debtor: “I will be in your area tomorrow, and I will be calling in to your office to say hello, and to collect payment for my outstanding account”.

Of course, you must DO that – avoid writing letters to your debtors, because the whole process can be very time consuming, costly, and rarely gets you payment, especially for those longoverdue accounts.

6. The Mix and Match Approach You may have to find a way of encouraging some types of debtor to pay, by motivating them by saying that it can have a deleterious effect on THEIR business reputation. Of course, if they will simply not listen to the reasonable approach, then the bottom line is to engage the services of an experienced debt-collection lawyer –but always being mindful of the fact that lawyers cost you time and money – so you must carefully weigh up your options.

7. Think clearly, and ACT creatively If your constant reminders to your debtor have no effect, you will have to move on to more creative approaches which could include: •

Weigh up, and then match your approach to your debtors interests o To a soccer fanatic, send a note using soccer terms such as own goal or penalty o To a baseball fan, refer to being run out or struck out o To an accounts manager, send a “to-do” list with every item deleted, except the payment of the outstanding amount

Alter your tactic according to the period that the debt has been overdue: •

Send your reminder invoice by adding a few zeros to the amount owing: If the debt is say $5 000, your reminder invoice could read $500 000

It is on the cards that your errant debtor will be on the phone in a flash! So, be prepared, Fedex a special cake, with an apology (for the zeros) and the reminder invoice attached – then send a faxed reminder marked BOLDLY: PRIVATE & CONFIDENTIAL – so that everyone reads it!

The mission of course, is to attract the debtor’s attention, and also provide the information in a creative way, if possible (weigh this one carefully) with a touch of humor, and then make it MORE than easy for them to pay you – this can include a credit-card facility or a reply-paid en velope etc. Debt collecting is not fun, but your approach, being this way could get even the most hard-bitten debtor to act.

Chapter 4 How to Generate REALLY creative ideas through brainstorming Where did the term “brainstorming” originate anyway? Both the word itself, and the application thereof, were the brainchild of Alex Osborn who was born in the Bronx and spent his childhood in New York. He was a graduate of Hamilton College, where he had worked for the school newspaper. Upon graduation, Osborn attempted a career in journalism working at the a newspaper called Buffalo Express, where he was fired, surprisingly, due to a “lack of aptitude”.

Later, he founded the “Creative Education Foundation's Creative Problem Solving Institute”, the world's longest-running international creativity conference, and CPS has been taught at that conference as well as year-round in other venues for more than 50 years. His lifelong quest, probably because of his earlier experience of being fired as a budding journalist, was to improve the creativity and output of copywriters.

(Ref: Wikipedia: http://creativecommons.org/licenses/by-sa/3.0/ Where can Brainstorming be used most effectively? - it has an excellent track record where one or more people need to generate ideas very quickly to solve a variety of problems, including: 2.

3.

4.

5.

Keywords for SEO uses on a website: http://www.keywordbrainstorming.com/ Serious technical holdups in any production oriented business Critical issues related to personnel safety in the workplace Ways to save a business money, especially in tough times, to avoid cutbacks

These are just some of MANY applications, and can be challenging, but rewarding.

Brainstorming, to generate a large number of ideas quickly, is a process which is ideal for drawing on the concept of “groupthink”, because it encourages a wide variety of divergent thinking, highly focused on one problem. No less than Alexander Graham Bell said “Great discoveries and improvements invariably involve the cooperation of many minds”.

What itinerary should one follow for the initial kick-off?

11. Simply outline the basics of the approach to your group or team Begin with a simple practical exercise. Choose something really simple, such as “To what other uses might a Tennis ball be put? - to show how creative one can be, here are just a few ideas for starters: 2. Throw a few tennis balls into the dryer when you are drying comforters, fluffy coats, pillows, or anything else that could use a good fluffing.

3. Put a tennis ball on the end of a broomstick and use it to clean cobwebs from the ceiling.

4. Cut a tennis ball in half and use it to get a better grip when opening jars. Just place the ball half over the lid, and the rubber on the inside grips the lid to help you rotate it easier.

5. Use the time-tested method for finding your car in a crowded parking lot: put a tennis ball on the end of the antenna.

Then, encourage your group's creative output, and have somebody to make notes on ALL the ideas & suggestions put forward.

2. Give them your “house-rules” for the session There are generally just 5 basic rules that need to be observed, but local conditions and experience will dictate what changes to the following guidelines need to be made: 1. Free-wheeling ideas are the key, and then to “have a ball” when using your imagination.

Just shoot the ideas out, and there MUST be NO discussion at this stage of any item 2. Encourage generating as many ideas as possible, no limits 3. Suspend any criticism of any zany, cockamamie, ludicrous, even preposterous ideas – it is important to keep an open mind at ALL times 4. Use a technique called “hitchiking” - i.e. a participant who would like to develop or add to someone's idea should hold up their hand and snap their fingers for priority recognition by the leader. A series of hitchhiking ideas will permit a rapid evolution of ideas that could improve the basic concept 5. The Brainstorming panel is composed of a leader, recorder, and panel members. The leader is responsible for maintaining a rapid flow of ideas while the recorder lists the ideas as they are given on a flipchart visible to all. Panel size can vary; however, six to twelve is considered the optimum size.

•

Cut to the chase

Now that your assembled team (or panel) has been briefed about the process, and the simple rules, you are now ready to generate ideas which focus specifically on the current problem.

Open this part of the proceedings, as leader, by talking about your own perspectives of the issue, and encourage the views of others before moving into the meat of the matter – the ideas generating stage. The usual way of getting answers is employed, using typically open-ended questions: “Why, What and How! 1. Delegate somebody to record proceedings Place a whiteboard or flipchart in a position where it can easily be seen by everybody present.

Choose one of your team to write the ideas up as they come up – this leaves the leader free to control the process as it unfolds.

▪ State the problem clearly and succinctly, as you see it It is not unusual that people tend to view an organisational problem in a multiplicity of ways.

This makes it important to simplify the focus issue, so that there can be no misunderstandings.

Try to approach the problem in a variety of ways, with a view to finding the way which expresses it most succinctly. Clearly display your “Statement of Purpose” on the whiteboard of flipchart. Give yor group about 2 minutes grace to allow the words to really sink in.

Now begin All suggestions, no matter how way out should be written up on your display board, each being numbered to keep tally for use later. There should, indeed there must be, NO DISCUSSION, for this may have the effect of stemming the flow of ideas prematurely.

2. Amalgamate related ideas When the flow of creativity has diminished to a trickle, it is now time for your team to couple, by number, the related ideas. Rehash and reword combined ideas, then rub out the old.

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Group Like-sounding ideas

There are generally 3 broad groups to consider here: 1. The possible – for immediate attention 2. The impossible – totally absurd or impractical, or off-subject 3. The unlikely – the “apparent” no-hopers, but not to be discarded yet.

3.

Prioritise the best ideas

Classify the “possibles” above in order of what you see as the most likely solutions Cater for the timid folk on the team These are often the people who actually have superb ideas, but are intimidated by talking in front of large groups: Here, each team participant writes out 4-5 of their ideas on an A4 sheet of paper. All the participants sheets are then shuffled and re-distributed, making sure that nobody gets their own sheet back. They then read to themselves, what is on the sheet that has been passed to them, and add their own. All the sheets are then collected and processed as under step 8 above.

The effectiveness of the old form of brainstorming has been questioned, and in view of modern developments related to the use of computers, and the nature of offices being much more widespread, the following refined approach may be better for some people: Electronic brainstorming Electronic brainstorming is a computerized version of the manual brainstorming technique. It is typically supported by an electronic meeting system (EMS) but simpler forms can also be done via email and may be browser based, or use peer-to-peer software.

With an electronic meeting system, participants share a list of ideas over the Internet. Ideas are entered independently. Contributions become immediately visible to all and are typically anonymous to encourage openness and reduce personal prejudice. Modern EMS also support asynchronous brainstorming sessions over extended periods of time as well as typical follow-up activities in the creative problem solving process such as categorization of ideas, elimination of duplicates, assessment and discussion of prioritized or controversial ideas.

Electronic brainstorming eliminates many of the problems of standard brainstorming, such as production blocking and evaluation apprehension. An additional advantage of this method is that all ideas can be archived electronically in their original form, and then retrieved later for further thought and discussion. Electronic brainstorming also enables much larger groups to brainstorm on a topic than would normally be productive in a traditional brainstorming session.

Some web based brainstorming techniques allow contributors to post their comments anonymously through the use of avatars. This technique also allows users to log on over an extended time period, typically one or two weeks, to allow participants some "soak time" before posting their ideas and feedback. This technique has been used particularly in the field of new product development, but can be applied in any number of areas where collecting and evaluating ideas would be useful.

Chapter 5 Are TRUE Leaders Born, made, chosen or ordained?

The concept of what Leadership is all about, although widely debated, has been acknowledged as one of the least understood concepts across all cultures and civilizations. Over the years, many speakers and writers have stressed the widespread nature of this misunderstanding, pointing out that the existence of several flawed assumptions, or myths, concerning leadership often interferes with individuals’ conception of what leadership is all about.

Here are some of the myths that are perpetuated: Leadership is innate Some commentators assert the leadership is determined by distinctive dispositional characteristics present at birth (e.g., personal qualities such extraversion, intelligence and ingenuity). However, it is important to note that leadership also develops through hard work and careful observation. Thus, effective leadership can result from nature, in that a person already possesses certain innate talents, plus those absorbed from within their upbringing – acquired skills.

Leadership is possessing power over others Undoubtedly, leadership is a form of power, it is not necessarily defined by power over people – rather, it is a power with people that exists as a reciprocal relationship between a leader and their followers Contrary to popular belief, the use of manipulation, coercion, and domination to influence others is not a requirement for leadership. In reality, individuals who seek group consent and strive to act in the best interests of others can also become effective leaders, which is evident in schools where prefects are chosen, or magistrates.

Leaders are positively influential The veracity of the claim that groups flourish when guided by effective leaders can be borne out by citing a few examples. For instance, the bystander effect, when people fail to respond or offer assistance that crops up within groups faced with an emergency is seen to be somewhat reduced in a group which is guided by a leader. In addition, it has been shown that group performance, creativity, and efficiency all tend to climb in businesses with efficient managers. However, it must be pointed out that the difference a leader makes may not always be positive in nature. Leaders sometimes focus on fulfilling their own agendas at the expense of others, in cluding their followers. Leaders who focus on personal gain by employing stringent and manipulative leadership styles often make a difference, but usually do so through negative means.

Leaders entirely control group outcomes In Western oriented cultures it is generally assumed that group leaders make all the difference when it comes to group influence and overall goal-attainment. Although this may be fairly common, this romanticized view of leadership (i.e., the tendency to overestimate the degree of control leaders have over their groups and their groups’ outcomes) ignores the existence of many other factors that influence group dynamics. For example, group cohesion, communication patterns among members, individual personality traits, group context, the nature or orientation of the work, as well as behavioral norms and established standards tend to influence group per formance with variable outcomes. For this reason, it is not entirely correct to assume that all leaders are in complete control of their groups' achievements.

All groups have a designated leader In spite of somewhat preconceived ideas, all groups need not necessarily have a designated leader. Groups that are primarily composed of women, are limited in size, are free from stressful decision-making, or only exist for a short period of time, often undergo changes in responsibility, where leadership tasks and roles are then shared amongst the group members.

Group members resist leaders Although observation has shown that group members’ dependence on group leaders can lead to reduced self-reliance and overall group strength, most people actually prefer to be led by someone, rather than drift along, rudderless. This "need for a leader" can become particularly apparent in groups that are experiencing some sort of conflict. The members of a group tend to be more contented and productive when they have a leader to guide them. Although in some cases, individuals filling leadership roles can be a direct source of aggravation for some team members, most people appreciate the positive role that a leader can play.

Office Team Dynamics – how they can affect Work Performance Team Dynamics are the unseen forces that operate in a team between different people or groups. Team Dynamics can strongly influence how a team reacts, behaves or performs, and the effects of team dynamics are often very complex. This page considers what team dynamics are and the impact they have on the team.

Suppose in a small team of six people working in one office there are two people who have a particularly strong friendship. This friendship is a "natural force" that may have an influence on the rest of the team, and can be manifest in various ways, either positively or negatively.

Other factors can also play an influence. For example, if a wall of cupboards were to be placed across the middle of the office, this would also form a 'natural force' that influences the communication flow and may separate the group into two further sub-groups.

Sometimes, an "absence" of a natural force can also be a team dynamic. For example, if the leader or manager is permanently removed from the office, the group may be drawn into a change of behaviour.

How Do You Recognise Team Dynamics?

You can recognise team dynamics by looking for the forces that influence team behaviour.

These forces might include: •

Personality styles (e.g.: including or excluding people)

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Team Roles

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Office layout (eg: cupboards dividing teams into two)

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Tools and technology (eg: email, bulletin board, information pool enabling hidden communication).

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Organisational culture (eg: company cars acting as status symbols to separate groups of employees)

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Processes/methodologies/procedures (eg: problem-solving methodology)

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etc.

You can identify personality-based dynamics by completing our online: Team Dynamics Assessment.

How Can Team Dynamics Be Managed Constructively?

You need to: a. look for the team dynamics - the 'natural forces' at play b. determine whether they are acting for good or ill, c. make interventions to make the effect of those dynamics more positive.

For example, if a wall of cupboards is inhibiting communication within a group, that wall can be repositioned and the room layout designed to encourage communication (without making the environment too uncomfortable for those who value their privacy when working on individual tasks).

Example: The Impact Of A Friendship The positive effect of a strong friendship in a team might be: •

the friends communicate a lot together...

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...which naturally results in other members being drawn into the discussion

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...which results in a good 'social' feel to the group

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...which makes people enjoy being in the group

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...which improves motivation and commitment

The negative effect of a strong friendship might be: •

to cause the other four people to feel excluded...

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...which means they are less likely to include the two friends in decision making

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...which means that there are likely to be two sub-groups

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...which means that information may not flow across the whole group, but only within the subgroups

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...which means that miscommunication may lead to misunderstanding and poor collective performance

This friendship has an impact on the group's performance, and is therefore a team dynamic.

Whether it is good or bad depends on other factors. In the first, positive, example, there is a natural force of "inclusion" which results in people being drawn into productive discussions. In

the second, negative example, there is a natural force of "exclusion" which results in communication between groups being stifled.

What They And How They Affect The Team?

MTR-i(TM) team dynamics are based on the roles that people play, and the resultant forces created by the interaction between team members.

In the MTR-i(TM) scheme, there are three levels of dynamic for each team role. Those levels are: At their best

When a team role is 'at its best', it makes an appropriate, positive and balanced contribution to the team. That is, each team role is used according to the needs of the situation. Different teams have different needs, so some team roles are naturally and appropriately used more than others - but even when a role is used frequently, it is 'appropriate' for the circumstances

At their worst

Sometimes, a team can get 'locked in' to a team role, where that role becomes the one that is used in most situations, whether it is appropriate or not, and the team often fail to recognise the inappropriateness of their behaviour.

In extreme circumstances, the role not only becomes the 'the' way of doing things, but it can become part of the team credo - an unshakeable belief that this is the right way. If the role has become a "credo", often the team does not accept there is any need to change, which presents a great challenge for the team consultant.

In their absence

Sometimes a team role is hardly represented in the team at all. This means that the team deals with most situations appropriately, but when a situation requires use of the missing role, another role is used instead. This can result in the team having an 'achilles heel' or weakness that may go unnoticed.

The table on the next page shows the characteristics of teams where each of the team roles is 'at their best', 'at their worst' and 'in their absence'.

Coach At their best

At their worst

Coaches try to create harmony in The team might: fail to identify the world around them, by buildingand discuss differences of opinrapport with people, creating a ion; compromise too much and positive team atmosphere, looking jeopardise achievement; build after people's welfare, motivating team spirit at the expense of people and/or providing a service creative conflict; fail to make to the satisfaction of others. They enough demands of others value people's contributions, seek to develop the role that others play, and invest a lot of effort in building positive relationships.

They try to overcome differences of opinion and find ways in which the team can agree.

In their absence The team might: fail to reach consensus; provide inadequate support to each other; discourage and demotivate people; work independently at the team's expense

Crusader At their best

At their worst

In their absence

Crusaders give importance to par- The team might: fail to look crit- The team might: lose sight ticular thoughts, ideas, or beliefs. ically at their own beliefs; take of important priorities; inThey are value driven, and in a an uncompromising stance on vest effort in things that team discussion they often bring a certain issues; alienate others are unimportant; achieve sense of priority that is derived through taking too strong a the wrong things; lack from their strong convictions. They stand; fail to engage in objective team identity and cohesion seize upon and emphasise ideas or debate thoughts that have the greatest import, bringing them to the fore and stressing their significance.

They assess the inherent value or importance of new ideas, focusing on those about which they feel most strongly.

Explorer At their best

At their worst

In their absence

Explorers promote exploration of The team might: not leave alone The team might: get stuck new and better ways of doing things that already work well; in a rut; miss out on new things, to uncover hidden potential lack follow through to fully com- opportunities; fail to keep in people, things or situations. plete projects; start too many improving; reject good They break new ground, and are new initiatives; keep losing focus ideas with hidden potential often looking one step beyond the during discussions current situation to pursue unexplored avenues, until all the possibilities have been exhausted. Explorers often challenge the status quo and experiment with the introduction of change, to see if the situation can be improved or new potential uncovered.

Innovator At their best

At their worst

In their absence

Innovators use their imagination to The team might: generate ideas The team might: fail to see create new and different ideas and that are too radical; seem, to alternative perspectives; perspectives. They observe the others, to be 'on a different plan- be unable to find a way world around them, then use their et'; fail to make their vision rel- around hard problems; imaginations to consider what they evant to others; want to pursue lack a long-term strategy have observed from a number of unrealistic or impractical ideas or vision; be devoid of new different perspectives, and dream ideas up new ideas and insights. Innovators often produce radical solutions to problems, develop long term vision and demonstrate an apparent understanding of what cannot be clearly known.

Sculptor At their best

At their worst

Sculptors bring things to fruition The team might: sacrifice the by getting things done, and getting long-term for expediency's sake; them done now! They are very ac- act too quickly without thinking tion-oriented, dealing with things through; only do the whatever tasks the current situsame things again, and fail to ation presents, and spurring others improve; be blinkered in their into action as well. They make use approach of their experience and utilise tools or processes of which they already have knowledge. They try to have an immediate impact on things, injecting a sense of urgency, and aiming to achieve clear goals and tangible results.

In their absence The team might: fail to take action; not take account of present realities; respond too slowly to urgent matters; spend too much time talking around a topic

Curator At their best

At their worst

Curators bring clarity to the inner The team might: collect and world of information, ideas and un-keep too much information; crederstanding. They listen, ask ques- ate a burden of bureaucracy; tions and absorb information, so over-focus on detail (miss the that in their mind's eye they can wood for the trees); reject reasachieve as clear a picture or un- onable assumptions (wanting derstanding as is possible. They certainty) expand their knowledge and collection of experiences, and also look to the future by envisaging clear goals and clear pathways to achievement of those goals. The focus on clarity also brings greater attention to detail.

In their absence The team might: misunderstand each other without realising; communicate inconsistent messages; miss or lose important information; fail to capitalise on previous experience

Conductor At their best

At their worst

In their absence

Conductors introduce organisation The team might: make processes The team might: meander and a logical structure into the waytoo rigid and inflexible; stifle (lose focus and structure); things are done. They organise spontaneous creativity by trying be disorganised and do and systematise the world around to structure it; achieve success work haphazardly; fail to them, establishing appropriate at the expense of people's wel- coordinate effort ('reinvent plans, identifying and implement- fare; adhere too closely to pro- the wheel'); descend into ing the correct procedures, and cedures (letter of the law) chaos then endeavouring to make sure they are followed. They try to ensure that roles and responsibilities are properly defined and that appropriate resources or skills are available to undertake the work assigned.

Scientist At their best

At their worst

In their absence

Scientists provide explanation of The team might: over-analyse The team might: be unhow and why things happen. They things, causing 'paralysis by ana- able to solve difficult probbring structure and organisation lysis'; have too many competing lems; fail to understand into the inner world of ideas and theories about things; nit-pick complex situations; not understanding. They analyse each others' arguments; get realise the consequences things, formulating hypotheses andlocked into an irreconcilable de- of actions; adopt solutions explanations of how they function, bate that could fail to succeed and gather evidence to assess how true those explanations are. They produce mental models that replicate how particular aspects of the world works, and they try to understand the full complexity of any situation.

Two Versions Of The TDA Are Available These questionnaires can help you identify unseen team dynamics or complexes that may be hindering your team's performance.

There are two versions of this questionnaire, both of which require javascript to be enabled in your browser.

TDA - Single Use You complete the questionnaire online and get a report identifying potential team complexes (problem areas, or blockages to team performance). This is quick (it takes about 5 to 10 minutes to complete).

TDA - 360 (BETA) You can ask a number of people to assess a team and consolidate the views of those taking part into a single report. The 360 version requires registration.

NB: The 360 version is currently undergoing some modification and development, so is not currently available. Please use the single version for the moment.

Definition A Team Complex is a team dynamic, a hidden force that operates within a team.

Whilst some team dynamics can help team performance, a team complex is a potential dysfunction. It can prevent a team from adapting, from responding appropriately to certain situations.

Relevant In Certain Situations The presence of a team complex doesn't necessarily result in poor team performance, it depends on what the team needs to do to succeed.

If a team need to use a particular collective behaviour to succeed, and a team complex prevents them from using that behaviour or makes them use it inappropriately, then poor performance will likely result. The team complex acts in a similar way to a physical handicap for an athlete, it limits and inhibits performance.

However, if that behaviour is never a critical factor in team success, then the presence of the team complex may be irrelevant. In this case, the team complex acts more like an appendix - it may be present but it doesn't cause any problems.

A team complex is therefore relevant in certain types of situations, but not all.

GroupThink A team complex could be considered as a form of GroupThink.

Most definitions of GroupThink say that it is a team dysfunction where individuals strive to conform to the prevailing thought processes or decisions within the group, at the expense of feelings of individual responsibility or personal views.

In fact, conforming to group decisions is a team dynamic that can make a positive contribution to team functioning. Good teamwork involves getting the right balance, or managing the tension between, collective and individual opinions.

This natural process becomes dysfunctional when the balance shifts so much towards group conformance that individual views/contributions are repressed.

The Sixteen Teamwork Complexes: The Sixteen Teamwork Complexes, below, are derived from the rigid overuse or underuse of MTR-i team roles, which in turn are derived from Carl Jung's theory of psychological types.

Rigid underuse occurs when a particular team role becomes a "no go area". The team may be able to use many roles in the team, but this is one that they avoid even when it is appropriate to use it because of the situation they are in.

Rigid overuse occurs when a particular team role is used far too often, even in situations when it is inappropriate.

Some team complexes can involve both rigid overuse and rigid underuse. The team role becomes like a broken volume control on a radio, where it is either on or off: as the volume control is turned, the sound cuts in and out, going from very loud to very quiet, but never in between. That is, the team role is either overused or avoided, and the team are unable to use it at an appropriate 'volume' in-between.

Rigid Under-use

Team Role (Jungian function-attitude)

Rigid Over-use

Independence The team works independently, not as a team

Coach (extraverted Feeling)

Eggshells Team members dare not disagree with each other

Plethora They try to do everything, not focusing on what's important

Campaigner (introverted Feeling)

Crusader They are too wrapped up in their own cause

Rut They are stuck in a rut, only doing what they've always done

Explorer (extraverted iNtuition)

Initiatives They start too many initiatives without following through

Innovator (introverted iNtuition)

Pluto They are on a different planet to everyone else

Ma単ana They spend too much time thinking everything will be done tomorrow

Sculptor (extraverted Sensing)

100mph They go at everything without stopping to think

Vague They fail to recognise they haven't communicated with each other

Curator (introverted Sensing)

Chaos Chaos results from an absence of proper organisation

Conductor (extraverted Thinking)

Fallacy They are unaware of consequences because they don't think things through logically

Scientist (introverted Thinking)

Blinkered They can't see outside their own box

Bureaucracy They try to collect and keep much information

too

Stickler The rules are too important and the team is inflexible Apollo They spend all their time nitpicking each others' arguments

Chapter 6 Surefire Solution for Dealing Effectively with Anger from Others at Work and Home All of us will agree that, anger, when encountered and coming from others, is inevitably a highly uncomfortable human emotion, not unlike the sensation of a lion roaring close by and the hair on the back of our neck rising, harking back to our pre-historic roots. The good news though, is that most anger can be managed. The secret is to deal with it very quickly with an attitude that projects to the protagonist as your being readily able to solve the problem in hand, and not to allow it to escalate to an unmanageable level.

When anger raises it's potentially ugly head, it can occur in a variety of scenarios, including the home, at social occasions, at work between employees, and then from angry customers.

Because it usually happens so quickly, and without warning, the responses can range from confusion , through being defensive, to corresponding anger.

What is needed immediately?

• • • • •

Self-Control to the nth degree.

Calmness of demeanor Controlled assertiveness Positive attitude A PROVEN plan

Acknowledge the Anger – DO NOT ignore it!

Ignoring a person's anger, whether the anger is legitimate or not, can be like a red rag to a bull at the proverbial bullfight. It is a complex emotion, and can even camouflage an even greater problem, so the key to dealing with it is IMMEDIATE action, by making it crystal clear that you are fully aware of that person's anger. You could use words along the lines of: “I can see that this matter is very important to you, and I feel that it is important as well, so let us sit down and discuss it.

What messages will this give?

The most important one is that you are NOT going to match anger with yet more anger. The other one is that it is your clear intention to be of help to arrive at a solution in a calm and constructive way, without any histrionics.

Dignified, Civil and Self-Assured it is crucial that, in the face of anger, you should remain dignified in your manner and speech when responding. When the means of venting of anger is by way of shouting and swearing, you will need to draw a line in the sand, by saying something like: “For us to deal with this matter in a constructive way, I am committed to not raising my voice and using intemperate language – I would value it if you do the same as a mark of mutual respect.”

Select the Scene When sitting down, most people struggle to continue their aggressive stance, and this can be further enhanced if the place is in a private room, well away from people who could fuel the fire by passing remarks, with the result that the angry person could be motivated to up the hype

when they may have already calmed down.

Use BOTH ears!

It is often said that God gave us all two ears, and ONE mouth for a very good reason: To LISTEN first, and THEN to speak. So, use ALL your weaponry, including eye contact and silence (when needed). DO NOT add fuel to the fire by making unnecessary remarks.

Question with Care Controlling anger is a process, and the step to follow when the ranting stops is to ask intelligent, directed questions, aimed at getting to the REAL root of the problem. The benefit of this line of approach is that it usually facilitates arriving at an OBJECTIVE solution rather than concentrating on what may be a subjective sticking point.

Review and Resolve Once you have calmed the situation down, and listened very carefully to ALL the facts, then review them with the person concerned, to show that you fully understand the situation, and then ask for this to be acknowledged, and if there is FULL agreement about your summing up.

Sound out a Solution Hopefully, by now you will have diligently followed the foregoing process, and it is now time to seek a solution. Use your judgement to assess if it is time to talk rationally. Make sure your current assessment of the state of play – don't rush ahead of the game. If you ARE sure, then discuss an equitable solution and get agreement for the way forward.

Act on the Solution If you have reached this step, you are BOTH on your honor to now act on the agreement reached – WHATEVER the consequences, even if they may not seem, right then, to be fully in your favor. Indeed, what is overwhelmingly in your favor is that you have negotiated through a potential minefield, and they are hidden benefits that will come with time.

Parting Amicably You need to give credit to the other person, where they may have allowed a compromise in the interest of reaching an equitable solution.

Chapter 7 The Basics of a Good Business Plan The fundamental importance of an all-embracing and well-considered business plan for the fledgling entrepreneur cannot ever be over-emphasised. Indeed, it is the pivotal point of countless aspects of achieving ultimate business success, including: •

Financial monitoring and control

•

Advertising and marketing

•

Objectives aimed at- both personal & business

•

Goal setting and systematic monitoring

•

Anticipated outcomes required

Moreover, a solid business plan should, ideally, contain operating budgets and cash flow forecasts. These plans should be designed to highlight anticipated profits (and when). When there are projected shortfalls, there should be matching finance to ensure smooth operational flow.

This finance should be carefully matched against the level of business risk involved.

The objective of all the foregoing exercises should never be lost sight of, i.e. to determine, as clearly as possible, the long-term viability of the operation, both financially and operationally.

10 reasons why a lot of businesses fail •

Poor planning

•

Inadequate capital

•

Management experience inadequate

•

Poor Stock and Cash Flow control

•

Owner dipping into business funds for personal use

•

Stock credit arrangements with suppliers poor

•

Unexpected strong competition due to lack of market knowledge

•

Pricing errors

•

Low level of sales

Roadmap to Success The elemental requirement when setting out on a journey, especially in unfamiliar territory is a road map. When embarking on opening up a new business, the “road map” or business plan becomes even more critical. This apparently simple fact is often a major stumbling point for the aspiring entrepreneur, mainly because most people do not relish doing paper work. They argue,

incorrectly, that they do not have the time. The time spent in the beginning actually saves time later on, where they WILL NOT have the time.

Should you actually go into business?

Going into business, just for the sake of being an entrepreneur, your own boss, can be fatal, and indeed naïve. It is a good idea to spend some time on considering the launching of a busi ness from a philosophical perspective: •

Is there actually a need for the type of business you envisage in THAT area?

•

If there IS a need, then are the products, or service likely to fill that need?

•

Even though the product is excellent, is there a potential customer pool?

•

Once you have the product, service and customers established, can you reach that customer base?

•

All your enthusiasm will be wasted if you cannot match the requirements with finance.

Business success is NEVER a matter of luck, and neither can a successful outcome be assured.

Much hinges on the entrepreneurial skill, vision and organizational ability of the owner.

The objectives of a good business plan •

Identification of the target audience by way of: o Defining the market o Establishing the extent and size of the market o Your current & future completion o Pricing strategies o Marketing tactics

•

Carefully delineate your product/service with regard to: o What is unique and appealing about it o Your locational advantage

•

Management personnel o They must be both skilled and effective o There must be team cohesion and a good spirit

•

Forecasting

o Match your product to current trends and future anticipation, especially the period 3 to 5 years down the line o Allow for a best/worst case scenario •

Problems (the modern euphemism for a problem is a challenge) o Anticipate potential problems and derive a range of possible solutions

•

Financial plans – the fundamentals o Make a comprehensive list of capital equipment required o Have a balance sheet o You must have an income statement and 3 year projections o Cash flow statements o Break-even analysis (i.e. the tipping point between profit and loss) o Loan applications

Free business tools are available at: http://www.bcentral.co.uk/betterbusiness/default.mspx

Chapter 8 The Devastating and Wide-ranging Impact of Stress in the Modern Workplace Recent studies have comprehensively demonstrated that on-the-job stress is a widespread, pernicious, pervading and costly problem in today's workplace. Most employers readily acknowledge that the incidence of the scourge has escalated exponentially just 10-15 years, and now represents the major source of stress in their lives.

Staff Turnover The immediate consequences of stress are manifold, but what should loud alarm bells for employers is that stress has now been identified as the major, and often primary, cause of staff turnover in organisations.

The Financial and other Costs of Stress  Stress costs to a company has calculated to be some $1500 per employee per year.  Stress related costs for a company employing just 100 people are estimated at $600 per day.  A company employing 1000 people incurs stress costs of $1 500 000 per year.  An average worker loses some 550 days of work over their career  Whatever other approach a company may try, and however much is spent on high-level technology and equipment, NOTHING can match an improvement in efficiancy and profitability more than simpy taking care of the employees.  Reducing the workers' exposure to stress, and learning how to get them to perform at their best is an investment in company-wide success.  A company's most important and often forgotten assets are the very people that are employed by it, and not the tangible assets.

The Impact of Workplace Stress on Health There is no doubt that problems at work are more strongly linked to a wider range of health issues than ANY other source of stress, including personal financial and family related problems .

The Health Problems  Where a job is psychologically demanding, there is a higher than normal risk of cardiovascular (heart related) disease.  Back and upper body muscular, and skeletal problems  An excessive, and costly use of health care facilities  Periods of disability are much longer for stress-related issues than even occupational injury and illnesses.

Physiological Reactions to Stress  Blood flow is re-directed to the brain and large muscles  The brain kicks into overdrive, therefore overuse and becomes overtaxed.  The immune and digestive systems are temporarily shut down

Causes of Workplace Stress The bottom line for the source of some stress is quite simply, the interaction of the worker and the conditions at work. What complicates the issue though, is that the response to stress is directly related to an individual's personality and inherent coping skills. This fact underlines the necessity for the custom design of prevention strategies that really focus on the workers, and the ways required to help them cope with demanding job conditions. Although the importance of individual differences cannot be ignored, scientific evidence has conclusively shown that certain working conditions are stressful to most people.

The Emancipation of Women in the Workplace People worldwide have moved toward working very long hours, and this has escalated over the past 30 years, especially for women, in relation to past norms. What is disturbing, is that there has been a considerable increase in working hours for couples, especially those with young children. The impact on family life and the stress on children is yet to to be measured.

The Nature of Stress In Pre-historic times, in order to survive, humankind was faced with two main sources of stress.

The first was related to obtaining their major source of food, and that meant having to hunt for, and kill wild animals. The second was continuously being involved in bloody tribal battles. When dealing with both of these, to be effective, and survive, they only had 2 choices:  Stand up and fight  Run away as swiftly as their legs allowed.

The choice, fight or flight, was simple, so it became ingrained into the human psyche – called the “autonomic” system. Over many millennia, sadly for humankind, nothing seems to have changed! Modern man, when confronted with a stressful situation still reverts to the inbuilt, inherited autonomic response: “Fight of Flight”. That often explains the modern incidence of primitive behaviour reflected in “Road Rage” and workplace violence against the boss or a fellow worker – both of which should be totally unsuitable today.

The Outward Signs of Workplace Stress.

The problems are manifold, some of which hve been clearly identified: • • • • •

Headaches, shortness of breath and visual problems Indigestion and poor eating habits Mood swings, with the tendency to irritability and an overreaction to even simple issues.

Poor sleep patterns, and a sense of constantly feeling exhausted Deep seated health problems (only becoming evident over longer and continuous periods of exposure to stress.)

The Prevention of Stress in the Workplace Studies have shown that a combination of: 2. Well-plannd organisational change 3. Stress Management Techniques

are the most effective approaches for PREVENTING workplace stress.

The approaches which have worked in practice: • • • • • • • • • •

Give workers the necessary forum/s for participating in decisions and actions affecting their jobs Ensure that any given workload is in line with the worker's resources and capabilities.

Custom design jobs to afford the worker a sense of meaning, ongoing stimulation, and a variety of opportunities where real skills can be recognized and applied.

Delineate the responsibilities and roles in each job classification embark on a communication strategy that is all-embracing, allowing all workers to participate in the decisions, and actions impacting on their current jobs, and then future prospects.

Cater for healthy social interaction between workers – such as a weekly/monthly sports day.

Ensure that the employment policy is in line with any affirmative action guidelines.

Counter, and try to eradicate workplace discrimination Bring in a knowledgeable, objective, and experienced outside consultant to look at any existing problems with fresh eyes and new perspectives.

Encourage a participative leadership style by all supervisors, managers etc., to involve as many staff as possible, to resolve potential stress problems before they get out of hand.

Chapter 9 The impact of personal relationships on workplace performance and productivity What happens in our day-to-day private lives, especially our close relationships has the potential of intruding subtly, and often not so subtly into our daily working lives.

Arriving at the office after having an early morning tiff during breakfast can be disastrous later in the day on our levels of concentration in the workplace. If the tiff escalates into a break-up or divorce however, we may even lose or gain a few pounds in a week! The obverse of the spin of that coin is “falling in love” which has the effect of making us feel as though we are walking on a cloud.

When it comes to the workplace, in the past many managers have tended to ignore the personal, and private emotions of their staff in situations similar to those described above. In fact, many were irritated as they felt that anything personal had a deleterious effect on both the quality and quantity of work output. They were correct to feel irritated, but for the wrong reas ons.

For this reason, today, increasing numbers of employers are waking up and beginning to comprehend that the quality of off-site close staff relationships does indeed impinge on productivity.

The healthy, open-minded view that is evolving now with avant-garde managers involves some or all of the following: •

Telling staff up-front that they value the idea of healthy relationships, both on and off the job.

•

That they become acquainted with the full spectrum of issues involved in broken relationships, the stress they cause, and the knock-on effect on health and attitudes.

•

Making it easier for staff to be able to communicate freely where they have the need to talk to somebody – often just a few kind words in private being enough to help.

•

Being always alert and observant as to the possibility of the high prevailing risk of the specter of domestic violence.

•

Including family and marital “health” as an item on office meeting agendas.

•

Encouraging the facilitation of coaching classes in connection with functioning relationships.

•

Taking the time to examine the company Employee Assistance Program (EAP) to make sure that, inter alia, it addresses trauma counseling.

It is encouraging that it is now often standard practice for and EAP to offer health and wellness education to their employees. It has been established that marriage and relationship counseling

is critically important in the support of people working in high-stress occupations, where staff are working unusual, and often long hours, and spent extended times away from home.

This important factor was recognized very early in the US Military, where stress the of military life and deployment was seen to be taking a heavy toll on families. The book “Love Links” writ ten by Dr John van Epp has become the foundation for valid programs put together to assist couples with their emotional and mental ties – even when they could not be together face-toface.

As if to underline all these factors, in 1998 it became clear to authorities in Oklahoma in the US that there was a severely low per-capita income. They observed that this social indicator was having very negative impact on the State economy. Parallel to those two factors ran a few other seemingly unrelated factors: •

High divorce rate

•

High rate of out-of-wedlock births

•

Higher than normal child deaths related to the population size in other states

•

The child deaths were often connected to parental abuse

It did not take long to connect the dots, and conclude that the high divorce rate resulted in a low per-capita income. It is indeed a serious challenge for any single mother or divorcee to support both herself and he children – especially if the ex is a prisoner, or does not pay maintenance.

In business the harsh realities of the foregoing scenario have not gone unnoticed. The heavy economic toll for companies, associated with staff marital disruptions, has prompted CEO’s and managers to now invest in professional approaches to the concept of handling of personal lives and relationship counseling.