Greg
On Monday, they found my brother-in-law, Greg,
on the floor of his house. He was 52. He'd suffered a heart
attack. It was extremely unexpected. I've known him for 34 years.
There's a time, in an unexpected tragedy, between
the actual event and the emergence of a plan. It always takes however long it
takes. Waiting to discover the outlines of what to do is a gut wrenching time
that feels out of control. It's the plan and ritual that give meaning and
purpose.
It takes a while for the machinery to kick in.
My daughters and I huddled together doing what
you do while you wait. We cried, hugged, cried some more, ate and told stories
about Uncle Greg. We talked with Ray (who is on the East Coast). We waited and
finally went to sleep, late and exhausted.
Greg had a gruff exterior. Those armaments are
generally worn by poets who, like T. S. Elliot, toil in occupations other than
poet. It was easy to see the gruff stuff; seeing the poet required a closer,
gentler look.
He was an Irishman. It seemed like the further he
went in life, the closer to Ireland he got. For his entire life, he sailed from
the port of Annapolis. An Irish sailor in an Irish town. He had a cackle
that made you certain that the revolution was imminent.
He had thick strawberry blonde hair, everywhere.
He moved through the world in a way that let you see the jig he would be
dancing. But gruff, always gruff. His sense of humor was so dry that most people
saw it as just more gruffness.
Greg was my college room-mate. Although I am
barely a month older, Greg was always more experienced. I learned the ways of
the world through his friendship.
Greg saved my life on more than one occasion.
The best story involves a small sailboat on a
stormy day. It was my first ever sail. Anxious to get me comfortable with the
tiller, Greg handed it to me. I immediately swung it too far and flipped the
boat far enough to throw me into the water.
It turned out that there were small craft
advisories on the Chesapeake Bay that day. By the time the boat was under
control, it was a long way away. I was underwater and in trouble.
Quick thinking Greg grabbed a rope when he saw me
go over. As I came up for air, frightened and gasping, he grabbed me (he was a
lifeguard) and hauled me back to the boat.
The other times are not as glamorous and tend to
involve late nights after the bars had closed on Capitol Hill. He got me my
first bartending job at the Hawk and Dove, a DC landmark. Let's just say that
the stories are colorful.
Greg never forgave me for moving to the West
Coast. He believed that family was supposed to stay together. I knew that my
team needed different experiences. The years passed and we talked less and less.
I thought about calling him on Sunday, he'd been
on my mind. I was too absorbed in a bit of business intrigue to pay attention to
my intuition. It would have been a good move.
The only meaning that I take away from this
unexpected death of a young man is that it's silly to bank on some future. Greg
lived hard, sought intense experience and went early. It's worth living as if
you are going to go early.
Reveille and Hyperbole:
The International WebAward Competition, offered by the Web Marketing
Association, is the premier Web site award program to recognize talented
individual and team efforts in outstanding Website development and generate
internet marketing exposure for the award winning Web site.
TEDSR, originator of the only fully
integrated enterprise-wide talent management solution, today announced the
release of its latest white paper entitled, "Making Sense of Talent
Management".
Deep Release: Bad Job Fit, Hazy Goals Top List of Employee Misbehaviors that Drain Companies' Energy, says Juice Inc.
Workforce performance firm lists top five drivers of misbehaviors, offers tips
Ontario, Canada / March 1, 2007 – "Misbehaviors" in the workplace not only deplete an organization's energy, but they're also a warning that employees' needs aren't being met. That's the premise behind the five key drivers of misbehaviors released by Juice Inc., a HR consulting firm that helps companies boost their organizational energy and employee engagement.
"When the core emotional needs of individuals aren't being met, employees can't offer their best stuff," says Brady Wilson, one of Juice's founding partners and author of the book, JUICE: Release Your Company's Intelligent Energy Through Powerful Conversations. "Employee and organizational energy are depleted, engagement levels decrease, commitment levels fall and results are disappointing."
In response, Wilson says both employees and managers alike need to better define and agree on expectations, employ candid conversations and focus on solutions rather than emotions.
The five leading drivers of employee misbehaviors are:
1. Bad Fits – When employees aren't doing the things they're good at, it creates inner friction and a feeling of incompetence. Lack of focus, procrastination, poor performance and mistakes follow. Feeling excluded within a team environment will also create insecurity, feelings of rejection and isolation, sparking team conflicts and poor communication.
2. Unclear about their role -- When employees aren't clear on what's expected of them, and they're unsure about how they serve the big picture, it can create feelings of confusion, insecurity and mistrust. They begin to question whether they are succeeding or failing in their role; as a result, they become critical of management initiatives and demonstrate poor commitment.
3. Lack of Support – This includes physical tools and emotional support. When people don't have the time, tools, resources or lead time they need to succeed, it can leave them feeling overwhelmed, taken-for-granted and resentful. They respond by bad-mouthing the organization, complaining, and showing an overall poor attitude. "When you feel undefended in your role, or you've been handed responsibility without authority, it leads to feelings of disempowerment," adds Wilson.
4. Not Being Valued -- Gratitude is an under-utilized business tool, Wilson notes. Employees simply look for a "thank you" to feel appreciated for their work, but they don't always get it. If they begin to feel like they're treated like corporate chattel or a tool and not as a person, they can begin to feel taken for granted. Unequal treatment, not feeling listened to or a lack of meaningful recognition can all support such feelings. The resulting misbehaviors include lack of trust and loyalty, low engagement, infighting, miscommunication and a toxic culture.
5. Lack of Inspiration – Individuals can't sustain their energy when they feel their leaders are hypocrites and their job has no real purpose beyond making money for someone else. When people don't feel like they are living up to their potential and being held accountable to results, apathy and cynicism set in. The resulting misbehavior: a jaded workforce. Passion dies and the ability to reach goals (and results) deteriorate. People squander time and money by acting without purpose.
Wilson urges employees who aren't getting the desired growth opportunities and challenges to clearly express such needs to managers. "If you don't feel recognized or appreciated for your contribution, say so," Wilson explains. "Sometimes leaders recognize you in a way that's comfortable for them, but not necessarily what you expect or appreciate."
Employees also need to be candid, clarifying expectations and misunderstandings through conversations with colleagues, managers or supervisors. If you don't feel "safe" enough within your environment to have a candid conversation with people who can help, then talk to a trusted colleague, someone within a Human Resources department, or an employee assistance program (EAP).
Last, it's critical for people to keep conversations productive by focusing on solutions, rather than the emotions. Wilson offers the following tips:
- Describe the goal of your conversation. Keep the goal specific, measurable, actionable and realistic.
- Describe the reality of your situation. Do you need more support in your role? How? If you don't feel clear about expectations, how does that affect your role?
- Discuss ideas about how to reach your goal, and define next steps. Then set up a follow-up conversation to ensure accountability.
'JUICE: Release Your Company's Intelligent Energy Through Powerful Conversations' is available from Juice Inc., and offers tips for leaders on the use of "Pull Conversations" to develop a high-performing work culture. The book can be purchased at www.juiceinc.ca or by calling 519-822-5479. The website also hosts the Juice Resource Centre, which offers information on workshops, speaking engagements and articles.
About Juice Inc.
Since 1998, Juice Inc. has been working with organizations to create better business outcomes and improve performance by releasing Intelligent Energy. Juice Inc. has seen a significant return on investment for the companies it has worked for. JuiceÂ's client list includes Amex, AstraZeneca Canada, Botsford Hospital, CIBC, Co-operators Insurance, Kellogg, Canadian Tire Financial Services, Cooper-Standard, Huron Perth Health Alliance, Kraft Foods, Linamar Manufacturing, Manulife Financial, Maritz, Nestle, NestlePurina, Raytheon, Saint Elizabeth Health Care and UNICEF.
World Class Marketing Consultant Offers Free Evaluation of Your Potential for Big Gains
In a free phone session, Ron Richards, President of ResultsLab, will hear your goals then give you a free whirlwind analysis of your site or ads.
Richards named his firm ResultsLab because he has a track record of causing big results and because he uses a continuous improvement testing methodology. Some of his most unique approaches are…
Radical truth and honesty - He builds your positioning, tag line, headlines and other grabbers by discovering a deep truth about you that resets the standard and disqualifies competitors.
But what if your advantages over competitors aren't compelling to prospects - and indeed aren't different enough as a basis for powerful positioning? In that case, Ron recommends changes in your offering, or even your infrastructure, that make a powerful positioning you develop with him become true - one that disqualifies your competitors.
As needed he develops names, tag lines, grabbers, arguments that devastate qualms, and results-multiplying calls to action. He applies these to your site, ads, and emailings.
ResultsLab's approach is different from any other agency or consultant. Read how here.
Call Ron for your free session where he'll listen closely to your goals, flag what's improvable and to what extent, and say some of the specific improvements he envisions.
Technology in Recruitment
Le Meridien Hotel - Piccadilly - London
London – Thursday, 12th April
Glasgow – Tuesday, 26th June
Manchester – Thursday, 8th November More Info
ERE Expo 2007 Spring
San Diego, CA
April 17-19, 2007 More Info
Kennedy Information's Recruiting 2007 Conference and Expo
Las Vegas, Nevada
Where Top Recruiters Master Strategies for Success!
May 9th and 10th More Info
EMA Chicago
May 15, 2007
Staffing Symposium:
"Facing Changing Workforce " More Info
The Onrec 2007 Conference & Exhibition
June 5,2007
Cost to attend is £395 plus VAT
Please email Wendy@onrec.com or telephone 0870 766 8530 More Info
59th SHRM Annual Conference & Exposition
June 24 - 27, 2007
Las Vegas Convention Center
Las Vegas, Nevada More Info
HR.com's Employers of Excellence National Conference 2007
October 22 - 24, 2007
Las Vegas, Nevada
877-472-6648 or email us at events@hr.com More Info
Got News?
Send us (bugler at interbiznet.com) your company
news, personnel changes, placements, and other tidbits of interest. News you'd like to see
covered that we haven't? Let us know.
Home
