The influence of close relationships on work

When you have someone who shares a little of your passion about your work, this only makes your work stronger. You have someone to bounce ideas off of, someone to give you advice without the silly performance review, and, most important, you have another person who loves you and has a vested interest in your work.

Do you have this special person to come home to? If not, why not? What is preventing you right now from doing something about this? If you are reading this article and you are over 40, there is no time to waste. This is your time to be selfish and pursue this special person or make your current relationship even better.

How to build a strong relationship foundation

Assuming you have the right person in your life right now, it’s time to grow this relationship. Do you take at least an hour a day for deep conversations and a recap of your day? Do you have special time set aside each and every day for sharing? Do you each take the time to really listen to each other? Do you have goals for the year which are aligned? Do you have date nights? Do you laugh together? Do you live for the moment and appreciate and enjoy each other? Does the sight of the other person make you smile, make your heart flutter, and fill you with a sense of good fortune? Are you truly grateful for your partner as he or she is for you?

What happens when you have the RIGHT work but WRONG relationship?

Let’s say you love your work but each day you come to a partner who is not supportive or appreciative of you or your work? As a result, you don’t feel like sharing and the two of you continue to grow apart. It seems like you no longer have anything to talk about. You secretly wonder how to escape. One way to break through this challenge is to sit down with your partner and share each other’s values, goals, and perspective. If you find there is little agreement and or support, it’s time for a transition plan out of the relationship, especially if there are no signs of compromise.

The reason that 1 out of every 2 marriages in North America ends in divorce is because one day we wake up and discover that we grew apart. It takes both sides to support development and growth and when one person is held back in a relationship, the relationship soon grows stagnant and eventually dies. This has an effect on the person who loves his or her work. Suddenly the work once loved becomes just a job again.

What happens with the WRONG relationship and WRONG work?

This is worse. It gets harder to wake up each day, especially next to the person you are with. You feel trapped; you have no refuge. You continue on with your life, but you are simply a character in a play wearing a mask. You wonder when the genie will show up in your life to save you. Then one day you realize that it is up to you to force change. I see this with many clients. They don’t change until the pain of not changing becomes worse.

The magic of the RIGHT work and RIGHT relationships

This is an authentic life. There are no more secrets. You tell yourself and others that you love your work and you love your partner and you love your life. Each day you wake up and pinch yourself hoping it wasn’t a dream. Then you realize it’s real and the person you really love and care about is right next to you and feels the same about you. You leap out of bed full of excitement about your day and your work.

You pause for a moment worrying that the Human Resources police might stop you for being so joyful about work which is supposed to be about productivity and compliance, not joy and fulfillment. Then you realize there are no HR police in your day and you smile. You are living an AUTHENTIC life. As a result, you are available to help others and focus on your work and your relationships.

How to get out of a WRONG relationship

This is hard. Sit down,  explain to the other person what is no longer working for you. Listen deeply to the other side. In many cases your partner may also be feeling the same way. Write down what you want and then share your sense of purpose in your life, your values, what you prize most in your life. Share the parts of your life you would like to change and why. See if you and your partner can be supportive after sharing. Agree to a plan to get closer. Within a year, if nothing seems to be changing, you will know the answer: you have to change. Like a domino effect, aspects of your life will change for the better.

How to find the RIGHT relationship

First, make a list of the criteria which is most important to you in a relationship. What MUST be in place for you to commit to a relationship? It’s ok to be selfish here. Your second list is about what SHOULD be in place for you to be a relationship. Don’t hold anything back. Of course, also list what you want the other person to be like. Finally, your third list details what would be NICE to have. List everything; don’t hold back. With your criteria defined, you will start to attract exactly what you are seeking. This is how life works when you know what you want.

Your authentic life awaits you!

You can have the RIGHT relationship AND the RIGHT work. It takes effort and focus. You can do it and you deserve this now!

I'll be cheering you on as you go!

Craig Nathanson

Craig Nathanson is the author of "How to find the RIGHT work during challenging times: A new approach to your life and work after 40" and is a coaching expert who works with people over forty.

Visit Craig's online community where you can take a class, get more ideas through Craig Nathanson’s books and CD’s, get some private coaching overthe phone or skype using webcam or in Craig’s office, or read other stories of mid-life change and renewal.

Craig lives and works in Petaluma, California. His office is located at P.O Box 2823, Petaluma Ca, 94953. You can reach him at 707-775-4020 or at craig@thevocationalcoach.com.

You can recreate a new beginning

Despite any bills and money concerns, you CAN recreate a second half of your life that works better for you. Once you decide what you really want to do, don’t stray from this path.

If you are living month to month, then at least get a job or better yet, 2 or 3 part-time jobs, that are in the area of your passions. For example, let’s say you love music but need to make $75,000 a year and you haven’t figured out a way to make this in the music industry. You have been a customer service manager in retail. Your expenses are $5,000 a month and you are quickly running out of money. You need something fast. You are tempted to apply for what you have always done, customer service in a large retail chain that will pay you close to what you need. Only one problem, you don’t like the work and feel like you are wasting your life. You feel you need the job because if you run out of money you will lose your apartment and have no place to go! What should you do?

Don’t take the job!

At least not until you have a plan to get you working for the rest of your life around music.

First, be clear on where you want to make a contribution. Make a list of what is most important to you. Align those goals with your skills. Define your own version of your perfect vocational day which you could do for the rest of your life. Now at least, you will have a gap between where you are and where you want to go.  How to close this gap?  Think about whether you can produce a product or service to sell that has something to do with music? Can you get 2 or even 3 part-time jobs working around music? What if all of this added up to $5,000 a month? Wouldn’t that be great?

Not sure where to start?

Where do your interests and abilities align? For example, you listed that you are good at selling, designing, working with people, and advertising. Your deep interests revolve around jazz, live music, piano, and teaching music (piano). Ok, a good start. Now think first what could you sell? Of course there are piano lessons but there are also things like advertising for music stores, musical productions and local theatres. Maybe you brand yourself as the Music Brand, getting the musical word out as your tagline. You offer advertising and marketing for musicians as well as representing some local artists directly. You also decide to offer piano lessons two days a week and you take a job in a music retail store 10 hours a week. You decide to write and produce a guide for learning music. You sell this to your piano students.

Before long (it takes about 6 months to get this going) you are making between $2500 and $3500 a month but you see the potential for growth and you are happy!

You move!

You decide to move to a less expensive area. You are happy now and all of a sudden you feel attractive and good about yourself. You start to meet new people, and before long you meet someone special. You decide to move in together. Your partner works and all of a sudden you have a new support team and your overall expenses are less.

One day you wake up to a new life!

One morning you wake up and suddenly realize you are happy and have a new life! You are clearly not rich but you are getting by. Most of your days are filled with activities doing what you love. As a result, you continue to have new ideas about how to grow your opportunities. You wonder what your life would have been like if you had taken that customer service job a year ago JUST for the money.

You look back and reflect

You made better choices. You decided to be clear about which work needed to emerge through you now. You decided to no longer accept a mundane life. Despite the economy you decided that this was a good time to follow your heart. Well, you also made a few financial moves. You spent your retirement savings which was against all solid financial advice because saving for retirement now seemed like a silly idea. Now you never plan to stop working. After all, the ONLY people who retire are people who don't love what they do. It was only $45,000 but it helped you get through the tough times. You moved to a less expensive area 5 hours away and saved over $1,000 per month on expenses.You started going out more and soon met the new love of your life. You knew that this was the right person when you shared your dreams with this person. And he or she cheered you on!

This is the best time ever to have multiple streams of income

Fearful of the economy? Don’t be. Figure out now what products and or services you can create and sell even if for one dollar. If you can sell one product or service for a dollar, you can sell many more products and services to more people at 2 dollars and so on. Look at part-time jobs as an alternative – several of them! Only work for one full-time role if it closely aligns to your plan for passionate work and your vocation. If not, you are making a commitment to unhappiness.

I sometimes wish we could just lease ourselves to organizations for 1 year on a trial basis. Then like a car, at the end of the lease if we don’t find joy in our work, we could leave if we choose and be paid back for wear and tear on the job! Until this time comes, you must take your job search into your own hands.

This new push for job creation is silly. I’d rather see a strategy to create meaningful work. This is what makes a society work well. For now you will have to take action yourself for an authentic life.
While most of us have money concerns, seeking a stable full-time job you don’t enjoy is risky. Defining what you want and which work must emerge through you now is very important. With a vision of your own perfect vocational day you can begin to move towards designing a life which works better for you and soon everyone around you. You can do this and you deserve this now!

I'll be cheering you on as you go!

Craig Nathanson

Craig Nathanson is the author of "How to find the RIGHT work during challenging times: A new approach to your life and work after 40" and is a coaching expert who works with people over forty.

Visit Craig's online community where you can take a class, get more ideas through Craig Nathanson’s books and CD’s, get some private coaching overthe phone or skype using webcam or in Craig’s office, or read other stories of mid-life change and renewal.

Craig lives and works in Petaluma, California. His office is located at P.O Box 2823, Petaluma Ca, 94953. You can reach him at 707-775-4020 or at craig@thevocationalcoach.com.

If your answer is no, this does not surprise me. In over 25 years of managing, I saw many meetings which didn’t work. Either the wrong people were there to make a decision or the right people were there, but the meeting leader was disorganized. Many times, the meeting was unstructured, and, as a result, it went over the time limit with little accomplished. Many times, there was no agenda, and it wasn’t clear what was the desired outcome. Many meetings that I attended didn’t have a process to enable all participants to contribute, and, as a result, people shut down and didn’t participate. I would just calculate the average hourly salary of each person in the room just to estimate how much time and money was wasted. Once I calculated that a meeting, which included 10 senior managers and human resource executives, to make a decision on which type of coffee to have in the break room cost over three thousand dollars. It turned out that we couldn’t agree and ended up meeting again!

An Interruption to work

Many meeting leaders are confused which process to use for their meetings. For example, meetings where you want lots of open feedback and collaboration (mission meetings) are often run in an autocratic way with the only communication coming from the leader. And, normal staff meetings (where you want rigor and process) are led in an open, unstructured way, with everyone talking at once. No wonder why the staff never looks forward to coming to the meetings. At these organizations, people look at meetings as an interruption to their work!

How to make meetings work

There are simple steps to take in order to make meetings work. It takes discipline. First, decide if you are going to have a mission or a process meeting. Mission meetings are good to have if you need to solve a problem or create a new solution. In mission meetings, you want lots of collaboration, brainstorming, and less control from the leader. Process meetings are better suited for routine business such as product development. In these meetings, routine information is passed down and you want a leader who has rigor and is in control. Normally, process meetings don’t require open discussions.

Next, invite the right people to the meetings. Don’t just invite the whole staff and as many managers as you can. Invite only those people who have content to contribute; who are involved in making a decision; or who have tasks that are due. Ensure that each person knows why he or she is invited.

Prepare an agenda. Having stated agenda timeframes is very important. I have observed that when timeframes are listed on the agenda for various topics, the group will work hard to enforce the guidelines. Stay on schedule! The worst habit a meeting leader can have is to start late and finish late. When issuing a task at the meeting, the leader must assign a responsible person and a date by which a task is due. It is also good to review these tasks at the end of the meeting so everyone knows what is expected next.

In most meetings there is always one person who seems to bring up topics which have nothing to do with the stated agenda and takes everyone off track. Strong meeting leaders know how to handle this. As soon as the irrelevant topic comes up, the leader makes it clear that this might be an important topic to discuss but at a later date. The leader, however, respectfully takes the topic and writes it down on a flip chart labeled, for example, Parking Lot. The person who brought it up feels better and everyone else in the meeting feels relieved that the meeting can continue on schedule!

Finally, it is important to publish a written record of a meeting. These meeting minutes should be so clear that anyone who reads them, even those who did not attend the meeting, would understand what was accomplished. The meeting minutes should include who attended, who was absent, and key decisions which were made. Additionally, the meeting minutes should include next steps, the names of who are responsible for key tasks, and when these tasks are due. All this should be reviewed at the start of the next meeting. The meeting minutes should include details of when the next meeting is going to be, where it will be held, and what the related details are. Each meeting agenda should also state upfront the expected outcome. If there is no problem to be solved, no solution to be created, or no information to be passed down and discussed, there should no meeting!

The importance of follow up

Following up after each meeting is important and a key responsibility of the meeting leader. The leader should follow up on the task progress, open issues which come up during the meeting, and provide guidance and direction as needed. The worst meetings are the ones which are run well but nothing happens after them. As a result, the company loses more time and productivity.

The organizational impact of good meetings

The best manager knows that efficient meetings save money, generate positive teamwork, and most importantly help to get things done. As a result, the organization builds good meeting processes into its culture and doesn’t tolerate meetings which waste time and energy.

Learning summary and next steps

How do people run meetings where you work and what could be improved? What processes are used to organize and run meetings where you work? Are they efficient? Why? Why not? What are three steps you can take to improve the culture of making meetings work in your office?

If you believe someone would enjoy and benefit from this post, please share it. Just click on the + Share button and you will see lots of options for sharing it with friends including email, Facebook, Twitter and LinkedIn. Thanks!

Craig Nathanson

Craig Nathanson is the founder of The Best Manager™, workshops and products aimed at bringing out the best in those who manage and lead others.

Craig is a 25 year management veteran, Executive coach, college professor, author and workshop leader. Craig Nathanson is also The Vocational Coach helping people and organizations thrive in their work and life.

Craig’s on line communities can be found at http://www.thebestmanager.com/blog and http://www.thevocationalcoach.com/blog

You work on your own away from others. While you might have contact with others via phone, email, and these days, Skype, you are alone in your work environment. You may or may not have a set schedule depending on whether you work for others or not. You will generally have more flexibility with your work. You will generally make all your decisions. You can do your own research and you will be responsible for your own work.

What is good about working virtually?

No more commute! You are steps from your office. You are in a surrounding which is comfortable. You can set your own hours. You can make up time you might lose during part of the day running errands, going to the doctor, etc.

You have more time available! There is a sense of getting back a part of your life and having more control over your time. You gain all this time which is always wasted at the office on small talks, meetings, and other unnecessary interruptions. I would guess most office workers waste 1-2 hours a day with hallway conversations, coffee breaks, listening to co-workers telling about their weekends and upcoming vacations. There are no more boring mandatory meetings to attend in person and no more wasted group luncheons and, of course, no more those afternoon birthday cake celebrations!

What is bad about working virtually?

You can get lost working without supervision. You can get lonely especially if you need people around you. You can gain weight if you are not on an exercise program as the urge to stop by the home kitchen many times a day is too tempting. You can get easily distracted by the things which occur at home such as people at your door, TV, random calls, and just the fact that when you work at home your family assumes that you are free! It is easy to get distracted by household chores and other things you would rather do!

Who can actually handle working virtually?

• Those self-starters who work for themselves, who know how to motivate themselves and love to manage their own calendar.
• Those who love the opportunity to work 15 hours a day whenever they feel like it!
• Those individuals who are disciplined, who are good at managing their time, planning their day and so on will do well working at home.
• Those people who are creative and love working with music and alone will especially love this arrangement.

What individuals can’t work virtually?

Those people who want to be in control of others will not like this arrangement. Those outgoing types who have a high need to be in constant contact with others in a fast paced environment will find working at home challenging. I also would not recommend working at home for people who have a high need for praise and a hello from the boss, unless the cat or dog counts.

The best roles for working virtually

Creative roles for sure: writing, editing, developing software, teaching, designing, reviewing, making calls are all good roles for working at home.

Do you qualify?

First, map out your own vision of your perfect vocational day, a day, which you could repeat as a pattern for the rest of your life. Where would you place yourself in this perfect day? Working at home or not? Working alone or with others? Or, would a combination of these arrangements work best for you?

Do you seek lots of quiet time alone or lots of collaboration and interruptions? Your life will start to turn out JUST the way you want once you start to plan for it and move in the direction which works best for you. Figuring out if working at home is right for you is a good place to start!

I'll be cheering you on as you go!

Craig Nathanson

Craig Nathanson is the author of "How to find the RIGHT work during challenging times: A new approach to your life and work after 40" and is a coaching expert who works with people over forty.

Visit Craig's online community where you can take a class, get more ideas through Craig Nathanson’s books and CD’s, get some private coaching overthe phone or skype using webcam or in Craig’s office, or read other stories of mid-life change and renewal.

Craig lives and works in Petaluma, California. His office is located at P.O Box 2823, Petaluma Ca, 94953. You can reach him at 707-775-4020 or at craig@thevocationalcoach.com.

Any employer hires for the same reason, they have a problem which needs to be fixed. When hiring, the best manager looks at three following factors: if the person has the ability to do the role, if the person has motivation to do the role, and if the person fits well with the existing staff. Too many times, people are hired just on the basis of their resume. Just because someone has the right skills doesn’t mean they will want to do the role which has been designed by someone else. This is why it is critical during the interviewing process to understand whether the candidate is motivated to do the work. Equally important is to understand if the candidate will fit in well with the existing staff. This includes personality, work style, and skill’s background. The best manager knows that hiring the right person is important not only for getting the new job done, but also for helping the existing team to be more productive.

Who is responsible for employee success?

This might surprise you, but it is not only the employee who is responsible for their success! Organizations are quick to take the credit when the new person does well, and they are equally quick to blame the employee when things don’t work out. The success of the hired person depends on the whole system. For example, a demanding micro-manager will get less performance out of the same person who, instead, might be doing well enough working for a smarter manger. Most people don’t wake up in the morning and decide that today would be a good day to fail at work. Most people arrive at work with hope, anticipation, and feeling that they will do their best, and that they will have a productive day. The best manager knows that the system, which a person works under, determines success.

When things go wrong, The best manager will quickly examine the system to understand what failed. For example, let’s say, a bank expects its customer service employees, who work at the desks in the main customer waiting area, to open at least 5 new accounts per day. This bank decides to punish one employee, who for a week was opening only 1 account per day. The employee is upset. The best manager examines the system to see what is wrong. Upon investigation, the manager finds out that many factors may have lead to a poor week. The bank’s credibility may have been impacted by a news article which was describing some ethical issues in the bank’s operations. Or, a new bank just opened down the block and was offering free iPods to new customers who opened an account. The best manager involves the staff to see what new ideas and plans should be put into a place. There is no blame to pass around.

How to measure new hire assimilation

Most of the time once a person is hired, there is little formal measurement on whether the person is working out other than the probationary review. Leaders know that the best way to measure is to regularly ask a new hire if s/he is happy with the work and if the job objectives are clear. They want to know what the new employee needs in order to succeed. They review the system and try to understand whether it is supporting the new employee, and if that employee has good relationships with his or her peers. Managers might also look at whether the new hire is able to operate at his or her full potential. They will actually ask the new employee if the role is meeting his or her expectations. While these measurements are subjective, the important factor is that they involve both parties in the assessment.

What to do if things don’t work out

Of course there will be times when things don’t work. In those cases, many organizations move quickly to fire the employee. This should always be the last resort. Firing a person has many negative effects on the organization. First of all, morale suffers with the remaining employees. Also, to rehire someone for the same function can cost 2-3 times their salary, which includes lost productivity to the organization. The best manager, instead, tries to understand what went wrong, and if it can be fixed. If not, then a two way conversation takes place and a plan is agreed upon. This plan might involve retraining; it might involve a job rotation; or it might involve a period of time where the employee is given time to interview and pursue other opportunities in the organization. The organization gives these people top priority. Sadly, many organizations, instead, use this redeployment pool as a quick step towards abandonment and termination.

How to let go in a humanistic way

There will be times when people do need to be let go. It is very important how this occurs. Many organizations call outplacement firms to handle this process. An employee comes to work in the morning and meets a stranger… Then, 60 minutes later, someone else is cleaning up the office and bringing the employee’s personal items to the parking lot. Many terminated employees are treated as if they are criminals. However, good managers meet personally with the person and answers all questions after discussing the reasons why the person is being dismissed. The best manager explains the next steps which includes outplacement assistance for a fairly long period of time over many months. The best manager knows this will help the credibility of the organization.

When people are terminated in inhumane ways, the existing employees hear about this. Instead of doing their work, they will worry if they are going to be next. As a result, they work in fear and in reactionary mode. When people are let go in humanistic ways, existing employees know at least if things don’t work out, they will have support in finding something else. The best manager knows that this is the right approach for a person and the right moral approach in a society.

Learning summary and next steps

The best manager knows that it’s the system that determines the behavior and performance of its members. What is the process in your organization for hiring, evaluating, and letting go? Does it make sense? What parts need change and why? Only by asking these questions, will the organization have a healthy system where people want to work.

If you believe someone would enjoy and benefit from this post, please share it. Just click on the + Share button and you will see lots of options for sharing it with friends including email, Facebook, Twitter and LinkedIn. Thanks!

Craig Nathanson

Craig Nathanson is the founder of The Best Manager™, workshops and products aimed at bringing out the best in those who manage and lead others.

Craig is a 25 year management veteran, Executive coach, college professor, author and workshop leader. Craig Nathanson is also The Vocational Coach helping people and organizations thrive in their work and life.

Craig’s on line communities can be found at http://www.thebestmanager.com/blog and http://www.thevocationalcoach.com/blog

In many organizations, managers are not taught how to manage their budgets. In some cases managers are given budget responsibility but not budget authority. In these organizations it takes 5 levels of signatures to get a few hundred dollars approved. Worst, managers are given both responsibility and accountability but little financial training. As a result, budget forecasts are a guess; managers tend to spend whatever they have, because they are afraid if they don’t, their next quarter budgets will be reduced.

Revenue goals or plain budget goals are not based on data from customers or trends; they are simply numbers picked from the sky. If the organization grew 5 % last year then 10 % would be a better goal for this year. The problem with financial projections starts when programs and projects get either overfunded or underfunded based on the initial projections which were not made with financial integrity.

What is financial integrity?

Financial integrity is having an easy to understand system for budgeting and spending that is based on data. Projections are based on real trends, real customer orders, and consistent with past earning and spending. When managers cover up budgets to hide either overspending or spending enough to justify next quarter’s budget, integrity is compromised.

How to role model financial integrity

Best Managers plan and communicate spending in clear ways. People understand what decisions and assumptions guided financial decisions and spending. All employees have access to the financial progress in the organization so they can contribute. Employees are given the opportunity to learn about preparing a budget, forecast, and related terms. With open communication, managers can be given responsibility and authority to approve or deny spending. Financial bureaucracy is reduced when people understand how money and spending flows in the organization.

Put new financial measures in place

During a financial crisis many times managers are forced to reduce spending. They are rarely given the opportunity to spend more to increase revenue. The best manager puts key operational methods in place to ensure financial integrity. First, spending and earning trends are open and available to all employees. This helps people to feel vested and make better decisions. Second, there are regular operational reviews to discuss spending and earnings. The more managers know the more they can make better spending decisions. Group budgets are built with managers, not simply rolled downhill from the finance department, which is usually the case. Quarterly forecasts are built after reviewing customer data, trends, and current spending. Some areas may require more spending and others less.

Educating the workforce

The best managers educate the workforce on finances. I knew one organization which offered a personal finance class for all employees. This helped to educate people about their own money so they would be more sensitive to the organization’s spending.

Telling the truth about money

Sadly, many public organizations today micro-manage their finances to tell the story which analysts, investors, and others want to hear. Many times numbers are manipulated, changed, and modified to meet external projections and demands. As a result, it becomes more difficult to manage internal spending and earnings when the numbers get changed to meet the expectation of a specific audience. The best manager is open and consistent with the spending and earning. As a result, people, who work to produce the revenue, have a stronger commitment to financial integrity.

Learning summary and next steps

What processes do you have in place to forecast and manage revenue and spending? Is it based on data and actual customer orders or are these numbers simply made up as you go to meet targets and bonuses? What training can you put in place to educate all employees on the finances of the organization? How can you give them financial education to help them improve their own finances and to help them to become more sensitive to the money flow at work? What financial review processes can you put into place so that all employees can become more aware of how the organization is doing with regards to spending and revenue?

If you like this article, please share with your friends.

Craig Nathanson

Craig Nathanson is the founder of The Best Manager™, workshops and products aimed at bringing out the best in those who manage and lead others.

Craig is a 25 year management veteran, Executive coach, college professor, author and workshop leader. Craig Nathanson is also The Vocational Coach helping people and organizations thrive in their work and life.

Craig’s on line communities can be found at http://www.thebestmanager.com/blog and http://www.thevocationalcoach.com/blog

I see it everywhere - people working in jobs that carry little meaning and provide little support for personal development. Worst, the culture treats people as commodities. Performance review systems, manager-employee meetings, and even rewards are set only on recent performance. The recent performance is everything that matters. As a result people feel like they are treading water in their jobs.

Lack of support for people development at work

Part of it starts at the top of the organization. If the leader values people development, then the organization will place a high priority on education and new opportunities. But, unfortunately, people development is not an organizational priority and is left up to individuals to find their own way. The BEST manager encourages their people to take risks and provides developmental opportunities at work.

What happens when people development is ignored in the organization?

People drag themselves to work only for the money. Creativity goes down, motivation goes down, and spirit at work goes down too. Unfortunately, the bottom line is seldom measured against the amount of joy the workers have at work. However, it is a very real factor that deserve attention. When people feel joy and happiness at work, they will go the extra mile to offer suggestions for improvement. When people feel they can take risks at work without the fear of punishment, they will try new approaches, implement new ideas, and everyone will benefit from this.
The Best manager always has people development as a key priority. This impacts team assignments, new role opportunities, and educational opportunities at work.

What does people development really mean?

I would take this to the extreme. For example, years ago I had an employee whose husband had just passed away. I knew she liked to work in her garden. When she returned to work, I paid for her to attend a one day inexpensive class on gardening. This had nothing to do with her job as an IT technician. It had everything to do with her development. She came back refreshed and appreciative of the opportunity to learn something new, which she was deeply passionate about. Did this help her productivity at work? Yes, and in fact it helped to ease her transition back into work after a difficult time in her life. Of course, later, other employees wanted their own one day class which I also accommodated as one-time exception.

The BEST Manager knows that sometimes doing an extra effort towards employee development will provide great leverage for management. Too many organizations have silly rules that only allow education for job-related topics. This narrow interpretation prevents people from exploring new areas and new ways of thinking. The rules based manager will protest and suggest that the organization should not fund education (they call this training) which does not directly relate to the job. This is the usual short term thinking which contributes to why so many people separate their work from the rest of their life. Encouraging traditional and a blend of non-traditional education will encourage intellectual growth, creativity, and actual loyalty to the organization over the long term. This is something that will have a positive impact on the bottom line of any organization.

How do you implement a personal development program at work?

I can tell you the way not to do it! Give people a checklist form which has three columns. They read: Development opportunity, Class, and Date done in this order. This process will guarantee the opposite effect. People will feel pressure to sign up for a class, managers will feel pressure to assess, and the results will be poor.

A better way

People development starts with a plan from the person. The Best Manager encourages each person to make a list of their abilities (things the person is able to do if motivated) and interests (deep interests). The next step is to have the employee align the areas which match. This is where the development should focus. The development should focus around a combination of education, new work opportunities, and self-study. What if a person’s matrix suggests that their current work does not align with what they are currently doing? The Best Manager will encourage a frank discussion of how to get closer to the work the person really wants to do. In some cases this can be a creative exercise to find a better position in the organization. In other cases there might be a plan developed over time to move the person out of the company which is best for all involved.

Motivation comes from inside

Just because a person has a competitive salary, nice office, and 2 weeks’ vacation doesn’t mean at all that the person will be motivated. This is a very personal issue. To get to the root of motivation requires two-way communication between manager and employee around what is most important. Sadly, managers jump to conclusions around poor performance and as a result people start to feel like commodities as they are sorted, ranked, rated, and judged. It is very similar to the work B.F Skinner did with animals in the cage watching which one would find the lever to raise and escape from the cage. This is not different from the person who has been labeled as a poor performer at work and thus placed under a performance improvement plan. Once in the plan (or in the cage) a person will do what he can to escape and improve his condition. This is only short term and in the long run harms motivation and interest in the organization.

The BEST Manager always looks at performance from a systemic view and seeks to understand the reasons for behavior and motivation. The BEST manager helps people learn how to motivate themselves.

The economic crisis needs better managers

During difficult times people will always generate their own crisis and anxiety. The last thing people need during this time is further threats, rewards, punishments, and motivational programs to keep the spirit up. This can increase instability. The BEST Manager instead focuses on better utilization, better communication, and better planning with people. The results will be long term and better serve the people and the organization.

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Craig Nathanson

Craig Nathanson is the founder of THE BEST MANAGER™, workshops and products aimed at bringing out the best in those who manage and lead others

Craig is a 25 year management veteran, Executive coach, college professor, author and workshop leader. Craig Nathanson is also The Vocational Coach helping people and organizations thrive in their work and life.

Craig’s on line communities can be found at http://www.thebestmanager.com and http://www.thevocationalcoach.com

Do you feel stuck in your life now? Feeling stuck can be a result of many factors: financial problems, loss of a job, loneliness, boredom, or just a sense of angst about your life and direction. It might be that your days are busy, and you hardly have time to eat. But, just before bed, you settle down and think to yourself, "Is this all there is?" If this is you, now is the time for a big change in your life. Small change won’t do. Simply changing your feelings or activity is not going to be enough. You need big changes.

Big changes can shake-up your patterns and outlook. If done properly, big changes can create new energy, happiness, and a new outlook on your life and possibilities. There is no reason to feel stuck anymore. Life is too exciting to be missed, forgotten or passed by.

Let’s discuss all the possible elements that are ripe for big change. One or more of these might be just the right recipe for getting unstuck in your life!

How to change your work

It is easy to get stuck in your work. The most common situation is working for too long in the area which you are good at but no longer enjoy or care about. Worst, is to assume that this is who you are and that is what you do; and you don’t even consider anything else until…..the layoff or retirement.

The best way to get unstuck at work is to change your work from a job to a vocation. A job has limits. It only lasts as long as external forces allow. With a vocation, you do work which feels like play and it lasts a lifetime.

What are your natural gifts? Who can benefit from them now? Get creative. What products or services could you sell that have features and benefits for others? Whether you want to work for yourself or others, refocusing on your core interests and abilities is the best way to get unstuck at work.

How to change your relationships

Do you have someone special in your life that supports your dreams, desires and future goals? If so, this is wonderful. No need to make a change here. Do you have a spouse or significant other who is not growing at the rate that you are? Are they always critical of you? Do they always put you down and treat your dreams as foolish? Do you not feel loved and supported for what you want and who you are? It’s time for a new relationship.

First, end the relationship which is no longer replenishing your soul with joy, laughter, and companionship. Then, you can find someone, with whom you can be more compatible for the next phase of your life. With a better soul mate by your side, you will feel more like sharing, loving, and supporting. Stuck in a bad relationship? Now's the time for a big change.

How to change your financial situation

Do you feel burdened by your money? Do the bills seem endless with no hope in sight? Big changes are needed here. First, get control over where you are spending your money and how you are earning it. Understand that there is a difference between want and need.

Money will only behave exactly how you decide to treat it. Make sure you are making money doing what you love. As a result, you will be more careful with your money. When you make money doing what you don’t like, you’ll spend it more quickly on almost anything just to make up for the empty way you are feeling. Start to keep track of your money. Make new goals on where to spend and how to save your money. Best is to share your new money plans with your family members, so everyone can participate. Your financial situation can only change if you change.

How to change your health

Do you have the daily health that you seek? Do you have the energy that you had twenty years ago? You could if you made big changes here. Are you exercising on a daily basis with activities that you enjoy? Are you eating healthy foods? Are you getting enough sleep? Are you able to take short naps during the day? If you answered these questions with too many negative answers, then a big change is needed here. Set a new series of goals for yourself: running a marathon, losing weight, or just a decision to start to make a change. All of us are wired to live to 100 if we take care of our health. There is so much to explore and experience in this world, don’t shortage yourself or your life. Get healthy now!

How to change your emotions

Are you tired of always feeling down and negative? Then you need big change here as well. The way you think and the questions you feed yourself will determine your overall mood. Start a journal. Answer this question before bed, "I learned the following about myself today." Do this for 30 days and then examine what you wrote. This will help you to make a big change with your emotions. When you wake up in the morning, answer these questions, "What is possible for me?, What am I grateful for?" Only you can change your emotional state. Stop waiting for others to make you feel better. This is an area that requires big changes from you.

How about your living location

Do you feel stuck where you live? Move!!! Only big changes will solve this. Maybe you are tired of living in a big city and you yearn for a slower lifestyle. Maybe you live in the country and you would love to live in a big city. In this country and this world there are so many places to live and experience; there is no reason to settle for living in areas that don’t make you feel alive and hopeful. There are also many opportunities to change your environment which can lift your spirit and sense of adventure. Where would you really love to live? Find out more about those places. Take the steps now to move there!

How to change your habits

It is easy to settle into bad habits. It is hard to change. Do you have any addictions or just habits that seem to slow you down? The way to change unhealthy habits is to replace them with new behavior that is more useful, healthier, and that makes you feel better about yourself. Big changes in this area will give you big leverage in your life now!

How about your friends

Do you have the right friends? Are your friends supportive? Do you feel good when you are around your circle of friends? Does your current circle of friends share your interests? Do you come home after spending time with these people and feel wonderful? Or, do you come home wondering why you wasted your time. Making big changes and acquiring new friends can make all the difference for you if you are feeling stuck in this area.

Big changes are needed when you are stuck

Big changes are needed when you feel stuck and feel like your life is drifting in a direction that no longer works for you. There are many people who will advise you not to make a change,because it is too risky, not practical, and silly. But remember this is your one life to live and only YOU know how you feel and only YOU have the power to make positive changes. Are you feeling stuck in one or more areas of your life? Then, now is the time for BIG changes, nothing less. As a result, your life will be brighter, more joyful, and simply happier!

I'll be cheering you on as you go!

Craig Nathanson

Craig Nathanson is the author of "How to find the RIGHT work during challenging times: A new approach to your life and work after 40" and is a coaching expert who works with people over forty.

Visit Craig's online community at http://www.thevocationalcoach.com where you can take a class, get more ideas through Craig Nathanson’s books and CD’s, get some private coaching overthe phone or skype using webcam or in Craig’s office, or read other stories of mid-life change and renewal.

Craig lives and works in Petaluma, California. His office is located at P.O Box 2823, Petaluma Ca, 94953. You can reach him at 707-775-4020 or at craig@thevocationalcoach.com.

Typical organizational approach to career development

Many organizations have established job ladders and training programs for career progression. The focus is growth within the company and usually within the specific job group. People who can move up the career ladder are usually limited by compensation schedules, performance reviews, and lack of opportunities. People with poor performance reviews are even more restricted.

When career development programs remain limited to a select group of people, most will feel left out or maxed out when pondering career choices within the organization. Additionally, most career development programs are only focused on growth within the job group; and it can be difficult to move outside of one’s core job.

It is more difficult to get educational opportunities in new interest areas that don’t relate to one’s job or area in the organization. For example, many people burnt out in their current role might benefit from a job rotation to another area of the organization. A new learning process might improve the person’s attitude towards the organization and the organization might benefit from a new perspective as well.

What happens during a poor economy?

The worst is how organizations deal with career development in a poor economy. Educational opportunities or training programs are cancelled, and development talks between employees and management are put on hold. The environment takes on a crisis mode, and things like career development are better left for another time or at least that’s the way it seems.

The best manager knows that during challenging times even MORE emphasis should be focused on people development to keep morale high and more importantly show that the organization will invest in their people on an on-going basis despite the economy. These methods don’t always cost money. For example, implementing coaching programs within the organization to focus on development, implementing new job rotation opportunities, enabling people to offer education to peers on their areas of expertise are all ways to show people during difficult times that the emphasis is still on the people.

The developmental life cycle and work

One might assume that people will always make good career development decisions; however, this does not take into account the dynamic aspects of the career making process. For example, as people age, they get some experience, new self-appraisal, and, at times, new clarity about their work and life. Some may find that it is the time to reevaluate their life and career status. Some wonder how they would actually spend their day if they had unlimited flexibility and opportunity.

As people age, they might be more receptive to change in their work. Just being presented with data may not be enough to offer guidance at this stage of life. This time, it can be critical for individuals to be aware of their needs and work towards satisfying them while at the same time accepting and reconciling past events, both successful and not. Again, this can require both self-reflection and opportunities for discussing work-related options and possibilities. This inner reflection is important as it can lead to inner readiness for change and growth. This internal assessment can help highlight the gap between where a person is expected to be and where they are now. This tension is inherent in the human condition and therefore critical for mental well-being.

New approaches are needed

Early in our careers, we work with little thought to what kind of work we'd rather do. Over time, especially as we age, we discover that what we most want is a sense of fulfillment and coherence about our work. This insight is usually not thought through very deeply. It starts as a feeling that one’s work is no longer fulfilling or satisfying.

The career development process, which is only linked to existing job ladders and organizational opportunities, limits growth. New approaches are needed to encourage people to grow and develop in areas which can benefit individual workers and the organization. These approaches range from enabling people to try out new roles, get education in new areas, and have formal processes in the organization for self discovery and greater self-awareness.

The enlightened organization

The enlightened organization focuses on career development during good times and bad times. During bad times, they invest in people even more. The best manager knows that when people have opportunities to learn new things, which interests them and they can apply at work, joy and productivity both improve. The best manager understands the link between worker happiness and work output. The best manager knows the difference between just having job ladders vs. an on-going process for education and opportunities for current roles as well as opportunities to re-invent or expand into new roles for people.

Learning summary and next steps

People thrive when they have opportunities to learn and develop areas which deeply interest them. When people feel like the organization cares and supports career development during good and bad times, they respond with more energy, loyalty, and focus. Re-evaluate your career development activities in your organization. Whether it is a one-time program or an on-going process, it should be both unique to the individual and yet linked to the business objectives of the organization.

What new activities should be added and which ones should be dropped. What are the emerging and declining skills in the organization over the next 12-24 months? What process can be put into place to match both organizational needs and people needs with the goal to move towards greater joy and fulfillment at work? Just discussing this new approach will do wonders for morale.

Craig Nathanson

Craig Nathanson is the founder of The Best Manager™, workshops and products aimed at bringing out the best in those who manage and lead others.

Craig is a 25 year management veteran, Executive coach, college professor, author and workshop leader. Craig Nathanson is also The Vocational Coach helping people and organizations thrive in their work and life.

Craig’s on line communities can be found at http://www.thebestmanager.com/blog and http://www.thevocationalcoach.com/blog

Examples of Bad Quality Management

I have seen many examples of bad quality management: picking a quota for how many good performers there should be vs. poor performers; deciding that the goal for revenue growth this year should be 8 %, based on no data; deciding that only certain people are eligible for a job transfer based on their past job performance;continuing routine processes which add no value and which people dislike such as the annual performance review, the employee of the month award, and the performance ranking and rating system. The best manager is on the lookout to get rid of processes that no longer make sense and make change when needed.

Examples of Good Quality Management

Good leaders hold creative brainstorming meetings seeking new ideas; customers and employees are invited. Collaborative processes which enable people to work together and not compete with each other are the norm. Other examples of management quality would be giving people a voice at work. This includes giving people a choice as to how they work and when they work. Having processes which encourage creativity, risk taking, and new approaches are all examples of management quality. When in doubt, The best manager works on common solutions, listens well, and communicates plans and activity through multiple methods.

How to encourage and role-model quality at work

Great managers don't settle for the status quo. They are always seeking better ways to get results and new approaches to old problems which have not been tried before. They aren’t afraid to ask questions, challenge the status quo, and be creative in getting results from people. They involve customers when seeking new approaches and when resolving difficult problems. All of this provides an open door for workers to practice new ways to achieve quality as well.

When quality is poor

When quality is poor, products and services suffer, morale is low, and customers lose confidence in the brand. It becomes harder to attract both new customers and new employees. It becomes harder to retain employees. As a result, people drag their bodies to work and leave their hearts and minds at home. No one cares any longer and everyone seems to go through the motions at work. Office gossip takes over and productivity plummets.

When quality works!

When there is quality at work, people have more energy. As a result, new ideas seem to flow throughout the organization. People tend to be happier at work and enjoy the culture. The organization has a better reputation with its customers. Quality breeds quality. People start to look out for one another more; helping, teaching, seeking to improve. More people want to join the organization when quality is up and less people want to leave.

The ways to measure quality

Make measurement objective. Ask how, why, when, and  how much when role modeling quality. Work with your team to measure the drivers of quality. Each person can see how his or her work fits into the bigger picture. There are opportunities to communicate and see how other projects and efforts throughout the organization are inter-relating and progressing. Decisions are made based on first understanding trends using data and input. The best manager knows that people respond better when they understand how they are being measured and for what.

No more contests

The best manager does not reward quality with silly games such as Friday dress down days, movie tickets, and free lunches. S/he knows providing external rewards only reinforces the need for bigger and better rewards next time. The best manager makes quality part of the culture and behavior. As a result, there is no need to reward the pursuit of quality any more than a manager would reward good listening skills.

Learning summary and next steps!

Make a list of ten processes in your organization which are not adding value. Make a second list of how you might replace or delete these non-valued activities and show what the impact might be on the workers and the organization. Involving the whole team would be a good way to role model positive management and everyday quality at work!

Craig Nathanson

Craig Nathanson is the founder of The Best Manager™, workshops and products aimed at bringing out the best in those who manage and lead others.

Craig is a 25 year management veteran, Executive coach, college professor, author and workshop leader. Craig Nathanson is also The Vocational Coach helping people and organizations thrive in their work and life.

Craig’s on line communities can be found at http://www.thebestmanager.com/blog and http://www.thevocationalcoach.com/blog

There is always much that is going on at work that is never explained or communicated. The Best Manager is open, honest, and seeking positive change. The best manager is communicating both the why and the how to change. This is quality and we need more of this from managers.