The Ultimate Supervisor Module A Productivity, Planning, Organisation & Control Contents 1. Daily Planning............................................................................Page 2 2. Using Diaries and Calendars Effectively........................................Page 4 3. Procrastination...........................................................................Page 5 4. Priorities....................................................................................Page 7 5. Organising Others.....................................................................Page 8 6. Ergonomics..............................................................................Page 10 7. Workers Poor Performance........................................................Page 12 8. Goal Setting.............................................................................Page 13 9. Stress......................................................................................Page 16 10. How to reduce stress in your staff............................................Page 19 11. Planning................................................................................Page 22 12. Easy Organising Basics............................................................Page 24 13. Crisis Management..................................................................Page 25 Written Compiled & Presented by Colin Dovey Copyright Chiron Concepts Consulting Š 2012
DAILY PLANNING Objective: To save time and improve productivity 1. Identify your potential problem areas & time wasters a) Paperwork and administrative tasks b) Customer requests c) Boss Issues d) Phone related issues e) Computer Issues f) Equipment issues g) Traffic (e.g. to an event) h) Meetings i) Volume of work – not enough time j) Staffing issues and absenteeism k) Unplanned projects & changing priorities l) Emergencies m) Doing other people's jobs n) Handling “drop ins” 2. Time wasting elimination strategies (using the paperwork above as our example) The most common time-wasters are paperwork and admin tasks. Although these tasks may SEEM like a waste of time, they are essential to keeping order, and a proper record of what you do, so let us tackle this aspect systematically a) Determine your PEAK energy-level time (i.e. morning, afternoon, evening) to tackle the brain-sapping tasks FIRST. b) Plan ahead of time, and gather the facts a few days before. A few minutes on the phone or sending an e-mail could save you and hour or more later. Place your notes in a file folder labelled: “In Progress” c) Streamline the process. Clutter creates stress. Select the tools/equipment that you use most of the time and toss out the rest! Don't waste precious time digging through your clutter in drawers etc. 30 second recap · · · · ·
An organised attitude allows flexibility in dealing with “surprises” Planning your day in advance will put YOU in control when others are floundering Early to rise gives you enough time for a morning routine Exercise and diet ensure good mental and physical health Ease yourself to and from work to reduce stress
3. Set your goals and then detail your actions accordingly Having determined the issues that are strategic to your personal operation, you need to be quite clear about the goals associated with each issue. If you want to achieve these goals you will need to determine SPECIFIC ACTIONS to be taken with realistic timelines. 4. PLAN your YEAR, MONTH & DAY DAILY: The next 48 hours must have your immediate focus, and then be detailed.
5. Practise key management techniques · · · · · · · ·
Prioritise your tasks and plan your time to deal with TOP PRIORITY items when you expect to be at your best. Learn to say NO. Establish, and stick to deadlines. Delegate non-strategic tasks Avoid over-commitment by being realistic about what can be done in the time available to you. Make a habit of biting the bullet instead of procrastination becoming ingrained as a habit Avoid “butterfly” type behaviour – flitting from one job to the next, often finishing up where you started, and none of the jobs completed. Keep an index card or notebook and pen/pencil handy at all times
USING DIARIES AND CALENDARS EFFECTIVELY 1. Know what a diary SHOULD be Pocket or desk diaries and calendars are the traditional “appointment books” - but they are tools which should be used for much more than recording appointments. They require enough space to last one day's appointments, and “on the same page” opening enough room for: · ·
Planning & recording of the day's work: e.g. telephone calls, reminders, meeting notes, goals, ideas, lists, happenings. Diaries should become a written record of events, thoughts and plans
2. Be aware of how a diary can help you Benefits · · · ·
Reduce stress by minimising the likelihood of forgotten appointments, obligations and promises you have made. Enable you to recall incidents and ideas without resorting to memory. Increase your self-confidence and control because all aspects of your work are recorded in ONE handy location Remind you that time has both an economic and spiritual value.
3. Choose your diary thoughtfully · · · · ·
Get a Planner-type format rather than a simple diary It must lie flat when opened on any day's page It should have aesthetic appeal It should have features such as a double-ribbon bookmark Ring-clip binding to enable page insertion or removal as required so that pages do not have to be torn out.
4. Make the Diary work for you Your Diary becomes a powerful time management tool if: · · · · · · · · ·
Kick off the New Year by entering important dates (staff meetings, product launches, conferences, Events, etc.) Always break your activities into time related blocks with a beginning, and an END (don't be fuzzy about BEGIN.....END) Do not allow an entire day to be booked out – leave some spare time for the unexpected Avoid scheduling yourself too tightly Schedule time for rest/lunch break/relaxation Block in time to complete important projects Allocate important tasks to beginning of day where possible Schedule known “long-winded” callers to fit in at strategic times: say just before a nonchangeable event so you can politely end the interview) Ensure diary-planner can be carried with you at all times.
PROCRASTINATION · · · · ·
The key to overcoming the disease known as procrastination is just to get started! Within a few hours of starting something you will tend to get a second wind. The big “P” is one of the reasons why most people do not perform up to their true potential – that is because it is a comfortable human habit, and is NOT easy to break the pattern. The problem is that without attention, is can easily become entrenched, which will wreak havoc with your personal effectiveness on and off the job The best way to crack the problem is to take a leaf out of the book of people who have beaten the problem:
1. PRIORITY is the KEY What most people see when they start out their day, is a blank wall of too many tasks to control. The effective way of dealing this, and getting past the wall you see in front of you is: one Brick at a time, by tackling the most urgent tasks right up front. Don't make the common mistake of doing the pleasant ones first. The way I have suggested makes it easier as you work through them systematically. 2. Eat the Elephant If you have ever stood next to an elephant, you will have realised what an awesome size it is – and if it was all you had to eat on a desert island – how would you eat it? One bite a time? Of course. You would not even get your mouth around the whole animal. The good thing is, which you will discover, once you start accumulating small victories like this, you will be well on your way. 3. The unpleasant tasks? Slam-Dunk them! All of us have some sort of problem with handling the tasks like disciplining someone, worse still termination, making THAT call to the Bank Manager...and so on. The quicker you tackle the issue, and grab it by the throat – like immediately, the quicker you can move on, and the better you will feel. 4. The 20 minute deal If the job in your sights is a really big one, that cannot be completed in one day, at least take action by working on it for say, 20 minutes a day. Once you develop your momentum in this way, some days you will work a bit longer on the task, and then you will come to realise that the task is not all that bad. TRY IT! 5. Reward Yourself Promise yourself some sort of reward for beating a deadline. It may sound trite, but it is not a bad idea to consider rewarding yourself with a new set of clothes, a pair of snazzy shoes or whatever – but do not get them beforehand because that would defeat the purpose. 6. Stick-It Notes: Display a Stick-It Note written in RED in a prominent place such as your car dashboard, or on your desktop where you cannot miss it. 7. Commit Yourself publicly Make a very public statement to a lot of people, and perhaps even take a small bet with one of your staff 8. Peak-Hour Performance Take the toughest job in your mix of jobs/tasks and tackle them with gusto at the time when you are at your most alert, rested and energised.
PRIORITIES Ranking your Priorities – In the order they SHOULD be – by priority! Ranking, and then setting your priorities may sound easy, but it is a decision-making process, much like any other, except in this case you rank, in order of importance, the tasks that you MUST carry out. The fact is, by completing the tasks on your list, in order, you WILL achieve your goals. DO THIS WELL – and success is guaranteed: 1. Address “Management” problems first If you have an issue with either your boss, or your deputy, tackle that one FIRST. If you don't do that, you are bound to be seen as weak, and consequently damn your chances and image – perhaps even forever – with every problem you handle from that point on. You must be brave. 2. Grasp your priorities Meaningfully It is sometimes possible to put your daily goals in a priority pattern that saves time and effort. If you have similar tasks to do, complete them in “bundles or batches”. 3. Do it or delete it Don't let a task or duty become a pimple on your nose. Deal with it and drop it. Make room for something important. 4. Avoid being a “Chop 'n Change” artist Failure is guaranteed if you jump from one priority you have set to another. This is a one-way ticket to a loss of momentum and also motivation. Tasks at the top of your list are worth your attention. 5. Bring in the balance There is a real danger, if you focus exclusively on a major, time-consuming task that other tasks can suffer from neglect and thus cause more problems down the line. The trick here is to keep ALL your priorities in mind – and then be flexible. 6. Juggle your priorities When a task, perhaps unexpectedly throws up a problem that is not immediately, you may have to realistic, and take time out to weigh up your options. A good strategy sometimes is to drop it down your list a bit, but watch it, and do not forget it. 7. Follow up on your action list Make a habit of checking on your priority tasks for completion. If they have been completed, get some pleasure out of deleting them. 8. Communication is Critical. Where a priority needs communication across the board, then give it special treatment. Bear in mind that Delay and Disaster both begin with a D. So be like Nike and “Just DO it!”
ORGANISING OTHERS Time management tends to put the focus on your performance, how you organise your day, your duties, and your decisions. But as you move up the ladder of authority, it becomes important to ensure that your staff organise THEIR time. If you encourage them to be TIME and TASK aware, this will make the whole work environment more efficient and productive. So how do you accomplish that? 1. Keep your eyes open for the RED LIGHT of Disorganisation Here are some danger signals to be on the lookout for: · · · · · ·
Frequent staff interruptions, seeking assistance, instruction or direction from you Your staff turn the tables on you, and delegate (refer) tasks back to you. Nothing could be more insulting, and it diminishes your position considerably. Missing deadlines, or postponing them, hoping you will forget them Poor quality work turned in, which requires that they are repeated – thus wasting time and money. There is a pervading sense of malaise in the air, and also low morale. More than warranted amount of time spent chatting and socialising
2. Make a point of finding out how they spend their time. You cannot form any judgements of staff performance until you know how and what they are doing right now. There are a number of ways to achieve this: · · · 3.
Daily quick-encounter conversation update – I used to go their office early – it worked. Get them to keep a daily record and then evaluate it. Put up an office/workplace wall chart showing progress – make it bold, and simple. Advise staff regarding their work stations
By simply observing what staff do, and then HOW they do it, you can identify efficiencies that can be implemented. Consider kitchen layout as an example. Proximity to essential equipment such as ovens, fridges, and mixers are important where they are in relation to chopping surfaces for example. People could be falling over one another, and crossing paths, and this could not only waste time, but could also be a source of danger – e.g. hot, boiling water spilling out 4. Compile a task-related Skills Index. A Skills-Index for your staff can serve as an excellent measure of not only individual performance, but also potential team performance. Careful matching of staff (both strong and not so strong) can bolster overall output. The key here is training. If this is properly done, both on and off the job, individuals will gain confidence and then productivity will benefit. Employees possessing the necessary skills to complete their jobs will be less likely to interrupt others by asking for their advice or help. 5. Provide the right mix of resources Not only is the right mix of people critical to job success, but having the right amount and type of equipment is paramount. There is little else more demotivating and time-wasting than having to wait for equipment being used by someone else, or if it is constantly breaking down due to poor maintenance. The problem is exacerbated when idle staff engage those working with idle chatter – the problem then escalates exponentially.
6. Implement procedures and work instructions ISO 9000 (This family of standards relate to quality management systems and are designed to help organisations ensure they meet the needs of customers and other stakeholders) certification will ensure that you have in place documented procedures relating to all work processes. This will serve as a reference source amongst all staff. 7. Teach you staff time-saving tactics Never assume that “everyone knows that” when it comes to time-saving techniques. Teach them your brand of time-savers: · · · ·
Allocate tasks for periods when you'll be most productive Setting daily priorities and sticking to them. Handling a task only once Continue asking: “What is the best use of my time, RIGHT NOW?”
8. Make sire YOU are not part of the problem Compile a list of time wasters identified by employees. If the “boss” (you) feature on that list, find out urgently, what aspects of YOUR behaviour need attention. It could be you need to: · · · ·
Communicate more clearly or more frequently Avoid interrupting staff unnecessarily Ensure staff are not kept waiting for an appointment with you. Stop being indecisive
9. And don't forget to...... · · · · ·
Set deadlines for staff. Without them, projects tend to use up more time than is really necessary Keep the work challenging – and then employees will be enthusiastic and time conscious. Build inter-dependencies – when team members rely on other members they come to realise that their actions affect others. The time wasters will soon be exposed in this way. Keep communication lines open – blocked channels can waste valuable time-consuming Set the example – by YOUR actions, demonstrate that you disapprove of time-wasting.
ERGONOMICS Making your workplace more attractive can set the tone for the actual work performed there. In this regard, cleanliness always plays a major role. Designing an interesting workspace · · · · ·
Allow for adequate lighting, both artificial and natural Introduce greenery like plants where possible, and depending on the space etc. Within reason, allow staff to display their personal items/accomplishments, such as Diplomas, Certificates, Shields or trophies. Introduce artwork which fits in with the overall theme. Use colour with discretion – that is, apart from the clinical whites and green.
The Colour Advantage Many studies have shown that colour affects a person's mood, and therefore their performance. Using it wisely can contribute toward an atmosphere in which motivation, concentration, learning, and then retention flourish. For example, a lack of vivid colour can create boredom, whilst TOO MUCH colour variation overstimulates some people. Too much of any ONE colour can make people feel irritable, and impairs their ability to concentrate. Colour Code Effects: · · · ·
Green – relieves stress and calms people Blue – is a calming colour and helps relieve conflict Red – encourages alertness and mental clarity, but in vibrant shades it can also make people feel edgy. Yellow – Can create a feeling of harmony, but in bright shades it can make people feel uneasy.
Let there be light! Light can also influence how people perceive colour. Fluorescent lighting A fluorescent lamp or fluorescent tube is a gas-discharge lamp that uses electricity to excite mercury vapour. The excited mercury atoms produce short-wave ultraviolet light that then causes a phosphor to fluoresce, producing visible light. A fluorescent lamp converts electrical power into useful light more efficiently than an incandescent lamp. Lower energy cost typically offsets the higher initial cost of the lamp. The lamp is more costly because it requires a ballast to regulate the current through the lamp This type of lighting amplifies cooler colours such as red – that is why Caucasians tend to look awful in this light, because it drains the pinks and oranges from flesh colour. With Black people there is a wide range, depending on which end of the range, from light brown, through brown and on to very dark.
Incandescent Lighting The incandescent light bulb, incandescent lamp or incandescent light globe makes light by heating a metal filament wire to a high temperature until it glows. The hot filament is protected from air by a glass bulb that is filled with inert gas or evacuated. In a halogen lamp filament evaporation is prevented by a chemical process that returns metal to the filament. The light bulb is supplied with electrical current by feed-through terminals or wires embedded in the glass. Most lamps are used in a socket. The effect of the incandescent light works in the opposite way to that of fluorescent lighting, meaning that cooler colours tend to make things look pale, whilst warmer colours make things look more vibrant. Phasing out of Incandescent Lighting Governments around the world have passed measures to prohibit the sale of incandescent light bulbs for general lighting. The aim is to encourage use of more energy-efficient lighting alternatives, such as compact fluorescent lamp (CFLs) and LED lamps. The Emotional Effect of Lighting (Dark or Light) Lighting affects how people feel about their workspace. An example worldwide is what is called Seasonal affective disorder (SAD), also known as winter depression or winter blues, is a mood disorder in which people who have normal mental health throughout most of the year, experience depressive symptoms in the winter or, less frequently, in the summer, spring or autumn, repeatedly, year after year. In the Diagnostic and Statistical Manual of Mental Disorder, SAD is not a unique mood disorder, but is "a specifier of major depression". Once regarded sceptically by the experts, seasonal affective disorder is now well established. Some people experience a serious mood change when the seasons change. They may sleep too much, have little energy, and may also feel depressed. Though symptoms can be severe, they usually clear up. The condition in the summer is often referred to as reverse seasonal affective disorder, and can also include heightened anxiety. A perpetually dark workspace can cause depression in some employees, resulting in lethargy, despondency and stress symptoms.. In short, “lighten up if you want a motivated work force, but not to the point of a glare.” Music, Music, Music Playing any sort of music can be a tricky thing. Music is heavily related to a person's upbringing, culture and taste, where it can distract some people, whilst others find that their productivity increases when there is a regular beat goes off in the background. If you decide to allow music, make sure that everyone is in agreement. If not, you will have to ensure that those who Do play music in their personal capacity/workspace, do so at a volume that does not carry to those in the proximity. It is a good idea to remember that music is not a “Universal “ panacea or cure-all. If you decide that background music throughout the workplace is impractical, you may be able to compromise. In a food preparation environment there are bound to be some sort of restrictions, taking into account the location and a need for a constant interplay of communication between staff. In fact, loud music in some sorts of environments may be a source of danger. Use your judgement. Ergonomics means Safe & Comfortable Ergonomics has been a buzzword in business for many years now. Simply put, ergonomics is the study of how working conditions affect the human body, and in a food preparation zone or kitchen relates not only to staff comfort, but also to safety.
WORKERS POOR PERFORMANCE AND LOW MORALE Some employees are not interested in a career as such. All they want is a job, one that pays well enough to allow them to enjoy their leisure time. Other employees lose the desire to grow when their careers hit a plateau. Sometimes that plateau is a personal choice. They enjoy the work they are doing, and don't want to advance beyond that point. As a leader, you need to be aware of this type of person/situation, and deal with them. If you ignore them, or deal with them incorrectly, the inevitable result id either poor morale or poor productivity, or both. Low Morale When you are appointed to a position, you are bound to inherit some of the staff with a sense of low morale. Perhaps that is why you are there – the previous incumbent may have been the cause. Whatever the source, the problem exists, and you need to address the issue by tackling it up front. That may demand that you have courage to do so, because in this scenario you may need to call in each person individually for a heart-to-heart talk. Once you have done this, and after a few months there are still individuals who are displaying a bad attitude, not delivering quality work, or whose output is low, need to be disciplined without delay, taking into account the applicable labour laws of the country. When discussing a trial period for a new recruit taking up a new post, you need to agree on a reasonable time frame before a proper assessment is carried out. Remind this person that that the team cannot afford to carry passengers along for the ride, and not there to work up to a particular standard which has been set.
GOAL SETTING Setting goals that CAN be achieved. Goal setting has been described as the “inner technology of success” and is one of your most important activities. Unless taken seriously, this vital planning task will be a futile exercise – an activity that can produce several high-sounding intentions which, for various reasons are soon forgotten. If you want challenging goals that are, importantly, achievable, then you need to consider these basic principles: 1.
Make sure your goals are realistic
A goal aiming too high: ·
Presents a great deal of risk of not being possible
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Offers little chance of success
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The frustration level will be high.
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May be, as a result of poor resources, unachievable.
2. K.I.S.S. ·
Clear and simple = focus with resources available
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Staff has unclogged vision of what has to be done
3. Develop goals inclusively ·
Do not IMPOSE goals – people will be less likely to commit to them
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Develop goals with the person/teams who will be responsible for their performance.
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Goals will give staff a VISION
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Goals = a record to be aimed for.
4. Know why you have set EACH goal Ask WHY you think EACH goal is important to YOU (and your organisation). Be persistent in arriving at an answer. If the answer does not meet your expectations – get rid of that goal. 5. Make your goals measurable and SPECIFIC Goals must be specific – not vague, and aiming at a QUANTITY (e.g. Tons, Km, people, plates, customers etc.) not QUALITY (good, shining etc.) which should be a criterion in any case. Example: Rather than proposing that you should “be more visible” around the kitchen or office, it is much more productive to address, and measure “I will spend a minimum of 1 hour per day interacting with the staff in the workplace.” Another one could be, “I will meet weekly with those in a position of responsibility.” 6. Write down the goals with accountability in mind The successful accomplishment of goals usually depends on someone being held responsible for each goal. This often creates a sense of urgency within that person, and then a sense of purpose
(they feel they OWN the outcome) – especially when personal reputation or career advancement is on the line. 7.
Make you goals “timely”
There should be a time dimension that specifies when the goal is to be achieved. Tying in a specific deadline to a goal along with individual accountability usually leads to a more pro-active approach. 8. Write down your goals By committing your goals to paper, and making them public, you not only convert dreams into tangible targets, but also work harder toward their realisation – in itself an achievement for you to notch up – or else lose face with your peers. 9. Align Goals with overall Team, or Company Mission Remember to link individual goals to group goals, which ultimately should be linked to organisational, team or company goals. 10. Review progress regularly Schedule regular meetings to review progress with your colleagues. Be honest and forthright in your assessments and don't expect 100% achievement every time. If you find that achieving a specific goal is unreasonable, or that it was too ambitious, then modify it to a degree that it is attainable. It is a good idea to set and monitor sub-goals as a means of giving an ongoing sense of achievement and keeping people motivated along the way 11. Make your goals challenging. A goal that is too low or too easily reached, offers little challenge or interest. Add “stretch” to encourage performance. Striving for our goals takes us out of or comfort zone and causes us to grow with each accomplishment. The BEST goals are just beyond our grasp, but within our reach. 12. AND remember also...... · Goals should focus, not only on ENDS, but also on means. · People can attend to just so many written goals. Don't go overboard. · The Total set of goals should be mutually reinforcing – one goal should not have to be achieved at the expense of another. · Face up to your goals with determination – resolve never to give up. Persistence is always key to achievement.
STRESS Managing SELF Work stress is not necessarily a negative force. In fact, studies have shown that, without a certain level of stress to challenge us, our jobs would be boring and unrewarding. Stress becomes a problem, though, when it builds up to such an extreme that we are unable to cope with it. The solution to stress therefore, is not to eliminate it altogether, but to maintain it at a level where it remains a motivating force. Here then is a 10-point check to achieve this: 1. Create a pleasant work environment for yourself. If you spend a great deal of time in your office/work environment, try to make it pleasant, without being self-indulgent. Convert your workspace into a place for you to enjoy – art pieces, rug, greenery, bookcase (with YOUR technical, job related books) etc. Discipline yourself to keep that desk uncluttered. 2. Manage your time. If you really want to manage stress, you will have to manage your time. Of all the stress factors, the one that is most pervasive is the element of time constraints. Forget about finding more hours in the day. Instead, use the existing hours more effectively. Set time aside for planning, contemplation, relaxation and problem-solving. Tackle the problem of “drop-in” visitors, the open-door policy, telephone interruptions, and “E-mail-itis” (people addicted to checking their e-mails too often) and then just plain procrastination! Remember that time is the lit fuse of stress. 3. Avoid false guilt Be determined not to allow staff to make you feel guilty about something you or your company etc., did or did not do. Be tolerant about your own mistakes: will anyone really care 100 years or even 100 days from now? Try not to judge, criticise or devalue yourself and your own sense of adequacy. Be prepared to lose a few battles without feeling you may be losing face. Just look toward winning in the end with your head held high, and your integrity intact. Learn to ignore that “inner voice” that tells you “should do” this, or should have done” that. Becoming stressed about things beyond your ambit of control does little to resolve the problem. 4. Keep Perfectionism in check Trying to be perfect in everything is not only self-defeating, it is also a major stress generator. Learn what you are good at doing and perfect THOSE skills. 5. Drive your own bus You can't allow everyone else's problems to become YOUR problems. By all means provide a sympathetic ear – but remember that most people are actually capable of solving their own problems, and in doing so, will grow from the experience.. Nor is there a rule that says that you must make yourself available to everyone, or that you must say “no” to any request. You simply can't satisfy all demands coming at you. So, since YOU are the person in the driving seat, take charge of the controls. 6. Be selective about what you take on board. Resist the urge to take on everything that comes your way. Remember that you are judged on the work that you complete, not on the amount you take on. Slow down. Be selective. Learn to delegate duties and responsibilities. Say “No” a little more often. Winning every round of the contest may not be necessary to succeed in the long term. Learn to discern what is worth being competitive about, and what is not. In the process, focus on the things that REALLY matter.
7. Plan & Prioritise Stress often results from a lack of direction. So, by establishing clear, detailed objectives and formulating plans & priorities to meet them, you will eradicate many ambiguities, eliminate confusion, and remove the anxiety that accompanies an unplanned activity. Help to neutralise stress by achieving the sense of accomplishment that is associated with projects completed, deadlines met, and goals achieved. 8. Develop a support system for yourself Create an informal support network which will enable you to let off steam, receive moral support, accept helpful advice, and share ideas and feelings in a leisure or social setting. This network might comprise mentors, professional colleagues, friends and relatives – but make sure they are the positive, motivating and enthusiastic variety – not prophets of doom and gloom 9. Look after your body and Soul you can go a long way towards managing personal stress and work stress by improving your lifestyle. Consider these strategies: ·
Take a short break every few hours
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Practise relaxation techniques daily
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Eat only nutritious food
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Commit yourself to DAILY exercise
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Get enough sleep
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Have an annual medical check-up
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Avoid harbouring resentments
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Have fun. Enjoy a life outside of work.
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Think positively
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Develop a network of social support
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Protect your leisure time: make time for play and hobbies.
10. Accept stress as a natural part of life Remember that you are NOT life's target, so don't react to stressful situations with “why me?” Instead, have confidence in your ability to work through potentially stressful periods and recognise that “this too shall pass.” Stress goes with the territory – it comes with the job. Learn to manage it.
HOW TO REDUCE STRESS IN YOUR STAFF Stress goes with the job – most jobs. The signals of stress: apathy, fatigue, tension, frustration, detachment, boredom, irritability, hopelessness, a sense of not being appreciated, deteriorating health and absenteeism. Your staff are not immune to stress – in fact YOU may well be the cause of it. But as a Manager of people, you can help to alleviate employees stress in a number of ways: 1. Be reasonable in your expectations Don't make unreasonable demands on employees. Extra duties take them away fro core tasks ans make their goals more difficult, or even impossible to achieve. Often we apply too much pressure on our staff to satisfy our own values or ambitions. 2. Be decisive, clear and unambiguous When managers inappropriately delay making decisions or reverse previous decisions, employees report that they experience more stress than when firm, timely decisions are made. So collect relevant data, set achievable deadlines and make decisions at the appropriate time. As well, lack of timely information about rules, standards, evaluative criteria and goals causes confusion, uncertainty and frustration. Effective communication is vital. 3. Create a supportive work environment. Some work environments often isolate workers from one another, making it difficult for them to receive encouragement and support from colleagues. Foster a supportive network to allow your staff to share problems and resources, because that will soften the effects of stress. 4. Be alert to the value of self-esteem Many workers suffer frustration from wondering how effective they are. They report stress from a lack of feedback, especially if they feel they do not get due recognition for any extra effort they may put in. Be liberal with meaningful praise and encouragement. 5. Plan ahead. Stressful situations can be avoided by employing a bit of foresight and planning. Alert your staff to special events, projects and meetings well ahead of time so they can plan their schedules accordingly. 6. Involve employees in the decision-making where appropriate When staff are given are given the opportunity to participate in decisions affecting their work, they experience more clarity, fewer conflicts and better relationships. But don't ask for input and then ignore it. 7. Be consistent in disciplinary matters Be consistent in enforcing policies governing the conduct and performance of your staff. 8. Communicate with each staff member Communication is the key to building trust, a healthy atmosphere, team spirit and a sense of community within your team/group/company. Seek out employees whenever possible and talk with them. Sponsor small group discussions or retreats away from the workplace. Use bulletin boards and in-house newsletters to spread the message. Keep everyone informed about changes, however small they may be. 9. Provide adequate resources Lack of supplies and facilities can be quite stressful for enthusiastic employees/workers. Make every attempt to fund existing programmes before allocating monies to new programmes or activities for which employee commitment has not been secured.
10.
Always follow through.
Implement only important innovations for which you can muster sufficient time, skills, resources and commitment. Managers are often criticised for initiating new programmes and then failing to follow them through adequately. 11.
Provide variety in a employees life
Burnout can occur from a feeling of being locked into a routine job. Identify potentially exhausting jobs, and wherever possible have your staff switch assignments, projects etc. to find new challenges and a fresh environment. 12.
Be an effective gatekeeper
Protect your staff. Control the rate of innovations entering the workplace. Some you will be unable to delay or exclude, but you can control your own initiatives. Protect your staff from angry customers, and always support your staff when speaking to others. 13.
Check your personal style for defects
Your own managerial style may trigger feelings of anxiety amongst staff. Be alert to such defects as: ·
Delegating to much or too little
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Blaming others
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Playing favourites
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Not delivering on promises
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Discouraging creative thinking
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Frankness lacking or too much
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Hogging credit
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Nit picking
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Being cheap with praise
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Setting unreasonable deadlines
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Showing lack of concern for others
PLANNING Action Plan. If you don't know where you are going – any road will get your there – the problem is, how will you know when you get there? From your point of view, planning is deciding where to go, how to get there, and how to know when you have arrived. Planning is also preparatory to action. Analytically, at least, planning must be separated from implementation so that the major policy decisions can be taken and their implications understood prior to action. Here is one way of doing it: 1. Express your solution as a series of goals. Having agreed on a solution to a particular problem in your work environment, your first need to define that solution in terms of a number of goals or objectives. For example, each goal could be expressed as follows: “For us to................................, we would need to......................................” Record each goal at the top of a whiteboard or sheet of paper 2. Generate a list of actions for each goal Use brainstorming to compile a list of actions to achieve a particular goal and record these below that goal. Arrange this list of suggested actions in sequential order. 3. Prepare a timeline Beginning with a time point labelled “NOW” and ending with a point labelled “GOAL ACHIEVED”, build a timeline on which you allocate dates by which you intend completing each of the sequential actions listed under a practical goal. It is important that you get both sequence and timing right if you are to reach “GOAL ACHIEVED” effectively. 4. Allocate resources. Financial, physical and human resources must be allocated to each action step. If resources are limited, or fall short of requirements at any stage, it may be necessary to return to an earlier step and reverse the action plan. 5. Identify possible problems Consider all of the things that could go wrong in the process of achieving a particular call. List the problems and identify causes and possible actions to resolve them. If necessary, these actions might need to be added to appropriate slots on the timeline. 6. Develop strategies for monitoring progress List ways in which the progress of the action plan can me monitored. These monitoring stages should also be included on the timeline.
7.
Assign tasks
Take each point on the timeline in turn, and ask: “Who will do what, by the date set, to bring about the specified action?� Allocate these tasks to appropriate individuals or teams. 8.
Estimate costs
Give consideration to any expenditure required to complete the tasks. All costs will have to be taken into account when preparing a budget. If funds are not available, tasks will have to be reviewed and, where necessary, revised or eliminated. 9.
Implement the plan.
Translate all your information to a clean copy, listing the actions required, the person responsible for a particular task, and when that task is to be completed. Having now finalised the plan for action in specific terms, this information can now be made available to all concerned.
EASY ORGANISING BASICS Planning the day ahead The best place to begin is at work (whether you are at work right now, or at home that is). Get out that pencil and paper, and begin developing a task matrix as follows:
Number
TASK
TIME
DUE time
1
Open, and respond to post.
30 mins
2 pm
2
Open & respond to E-mail
30 mins
10 am
3
Give work assignments to staff
30 mins
9 am
4
Review daily Work in progress
1 hour
4 pm
5
Plan staff assignments for next day
1 hour
4.30 pm
6
Plan monthly calendar
1 hour
1 pm
Fill in a list of all tasks you are expected to start and complete every day on the job. Now to rearrange them from the list above:
Number
TASK
START
FINISH
1
Give work assignments to staff (30 mins)
8.30 am
9.00 am
2
Open & respond to all mail (3045 mins)
9 am
10 am
3
Plan monthly calendar (1 hour)
10 am
11 am
4
OPEN 2.5 hours Return Phone calls
11 am 1.30 pm
1.30 pm 2.30 pm
OPEN (1 hour) Review daily Work in Progress (30 mins)
2.30 pm 3.30 pm
3.30 pm 4 pm
6
Plan staff assignments for next day (1 hour)
4 pm
5 pm
7
UPDATE to-do list (15 mins)
5 pm
5.15 pm
5
Creating a To-Do template Take your task matrix & create it on an Excel Spreadsheet. Print out a few templates for the week ahead.
CRISIS MANAGEMENT Crisis Management is essentially about decision-making. The difficulty is in making quick, but effective decisions under conditions that demand immediate solutions. The lack of a workable crisis strategy can lead to monumental errors & ill-conceived snap decisions. A bomb threat, the recall of a defective product, a shooting, poisoning, a wildcat strike, an explosion, a security breach of any sort – are you READY to handle a major crisis? Those first few moments are going to be crucial in gaining control over events. Good crisis managers are decisive, and have a process in place to ensure the safety of customers and employees, and to minimise disruption of the day-to-day operations of the workplace. Here are some guidelines to help you prepare for the unexpected: 1. Prepare for an emergency – NOW NOW is the time to think about the unthinkable. It will pay off when you least expect it. Among the items you should consider are: ·
Have a crisis response team in place. Allocate specific responsibilities to team members (and their back-ups) and work together to outline each person's role in a range of scenarios.
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Imagine what crisis your workplace might experience within and external to it. With the crisis team, develop skeleton plans for responding to these events.
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Ensure your records are always up to date - next-of-kin and contact numbers for emergency services and helping agencies.
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Know where to access any information you will need in a hurry
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Assemble the crisis response team periodically to review the overall plan and provide necessary training – handling phone calls, dealing with the media, alerting customers and staff.
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Be clear as regards how trauma support and care-givers will be used during and after an “event.”
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Check to make sure that your crisis plan is kept up to date as regards industry guidelines.
2. Analyse the situation. When a crisis situation occurs, assess it as coolly as you can, and consider: ·
Is it REALLY a crisis?
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What is the probable impact?
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How much time do you have?
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Who else is involved, and then who is likely to be involved?
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What resources do you have, and what are you likely to need?
3. Stay Calm Now is the opportunity for you to demonstrate more of your unique qualities. Remember these 3 essentials for remaining cool in a crisis: ·
it is OK to be nervous – sports psychologists and athletes have exploded the myth that if you get nervous, you will perform poorly.
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RELAX – this is a time when your mind and body need to be in synch. Breath deeply, talk yourself through the situation, and repeat any positive affirmations
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REMAIN CALM – Nervousness is OK; panic is not OK. Work through any process methodically, confronting problems, rather than avoiding them
4.
Call your crisis team into action
Your presentation will pay off when you are able to assemble your crisis management team in which team members know their individual responsibilities. Discuss the preliminary plan and other contingencies, allocate roles, establish a crisis management centre, appoint a spokesperson, review the communication process, and enact the plan. The plan should, ideally, include: ·
Specific timelines
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Contingency plans to deal with new developments or emergencies.
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Longer-term solutions, to be prepared and implemented at the right time.
5. Communicate the facts A quality communication strategy will allow you to weather the storm with integrity and credibility. Consider the following: ·
Channel all communication through one spokesperson.
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Hold a thorough briefing for the entire staff: Provide the facts and outline the coping mechanisms.
·
Inform customers as soon as possible to combat rumours and gossip.
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Liaise with the media
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Keep your bosses informed where applicable
6. Provide counselling and follow-up support Depending on the nature of the crisis, staff and any customers directly involved can experience wide -ranging, distressing and emotional reactions. Counsellors and other support professionals should be made available. For employees, a critical incident debriefing is important to help stabilise the workplace after a crisis, hasten the return to work, lower the long-term incidence of generalised anxiety, and reduce the likelihood of litigation. (lawsuits) 7. Evaluate Actions & Reactions Monitor progress continuously so that you can modify the plan, and take corrective, or pre-emptive steps. When the crisis has passed, assemble your crisis response team for a thorough debriefing and evaluation of procedures.