Sing your stress away
Examiner.com >
Sing your stress away >
August 29, 12:16 PM >
Debbie Mandel >
Whether singing in the shower, the car, with a choir or a small child, “sound therapy” is linked to health benefits for body and spirit. Since ancient times singing has been considered a healing tool especially chanting and we all know that countries have created national anthems to generate patriotism. Sound can influence brain wave frequencies and promote well-being by doing the following: >
* Reduce stress and improve mood>
* Lower your blood pressure>* Boost your immune system>
* Improve breathing>
* Reduce perceived pain>
* Improve a sense of rhythm>
* Promote learning in children>
* Forge comforting memories>
* Promote communal bonding>
* Provide comfort>
* Motivate and empower>
Medical research >
Ongoing research in alternative and complementary medicine is examining the healing role of singing regarding chronic pain management. Research published in the Journal of Music Therapy in 2004 claimed that group singing helped people to cope better with chronic pain. In many senior centers singing as a memory trigger is being studied, intellectually for slowing down mental decline and emotionally for building self-esteem. For example, Alzheimer’s patients who can no longer carry on a conversation are able to sing all the lyrics to songs from their past! >
It all begins in infancy because singing to children provides a pathway in the brain for sensory stimulation. Not only does it set the stage for fun, but their brains are stimulated and open up to new sensations. And the best part is that you don’t have to have a good voice – they love the sound of your voice – what an ego booster!>
Then of course you might be talented, take voice lessons and sing in a choir to earn professional kudos. In an impressive study, scientists from the University of Frankfurt in Germany tested the blood of people who sang in a professional choir before and after an hour long rehearsal of Mozart's “Requiem.” Concentrations of immunoglobin A (antibodies) - and hydrocortisone (a stress-reducing hormone) increased during the rehearsal. In contrast, the following week when they asked members of the choir to listen to a recording of the “Requiem” without singing, they found the composition of their blood did not change significantly. The conclusion: Singing boosts the immune system while it reduces stress.>
The take home message: Listening to music is great, but singing makes you an active participant. We are so stressed with busyness that we hardly sing with friends or with our children. The next time you feel tense, worried or afraid, try singing a happy tune. You will note that your mood and performance will improve. Bonus: You don’t have to have a good voice - just do it!.>
See Original Post: http://www.examiner.com/x-2211-Self-Help-Examiner~y2009m8d29-Sing-your-stress-away
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Sunday, August 30, 2009
Employees Who Are Engaged In Their Work Have Happier Home Life
Employees Who Are Engaged In Their Work Have Happier Home Life
Science News >
Employees Who Are Engaged In Their Work Have Happier Home Life >
ScienceDaily (Aug. 25, 2009) >
A Kansas State University study shows that invigorated and dedicated employees carry over their positive work experiences for a happier home life.>
Excerpts: >
K-State psychology researchers studied how positive work experiences extend into family life and facilitate family interactions. They found that employees who are engaged in their work, which includes higher levels of vigor, more dedication and absorption in daily activities, have better moods and more satisfaction at home.>
"Our research indicated that individuals who were engaged in positive experiences at work and who shared those experiences with significant others perceived themselves as better able to deal with issues at home, became better companions and became more effective overall in the home environment," Culbertson said. >
Culbertson said stress at work and stress at home interact in ways that affect outcomes in both domains. The study results suggested that engagement is significantly related to daily mood, and mood also is positively correlated with work-family facilitation. The researchers found that both work engagement and work-to-family facilitation vary considerably from day-to-day. >
"Just because an employee might not be invigorated or dedicated to his or her work on a Monday doesn't mean he or she won't be engaged on Tuesday or vice versa," Culbertson said. "Additionally, one's work can facilitate things at home to a different extent depending on the day and what has happened on that particular day." >
The researchers also found that daily work engagement had a positive effect on family life after controlling for workload -- heavy or light work hours were not a factor. >
"Work addicts, or workaholics, have been shown to experience higher levels of work-family conflict," Culbertson said. "On the contrary, our study showed that higher levels of engagement were related to higher levels of work-family facilitation rather than conflict." >
Culbertson said organizations could build on these findings and intervene in the workplace. She said that it is important for organizations to help employees balance their work and personal lives. Prior research has shown that people who report high levels of work-family conflict tend to also report experiencing lower job satisfaction, poorer health, lower job performance and a greater likelihood of leaving the organization. Thus, helping employees helps the organization, she said. >
Read Full Article: http://www.sciencedaily.com/releases/2009/08/090824115911.htm
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Science News >
Employees Who Are Engaged In Their Work Have Happier Home Life >
ScienceDaily (Aug. 25, 2009) >
A Kansas State University study shows that invigorated and dedicated employees carry over their positive work experiences for a happier home life.>
Excerpts: >
K-State psychology researchers studied how positive work experiences extend into family life and facilitate family interactions. They found that employees who are engaged in their work, which includes higher levels of vigor, more dedication and absorption in daily activities, have better moods and more satisfaction at home.>
"Our research indicated that individuals who were engaged in positive experiences at work and who shared those experiences with significant others perceived themselves as better able to deal with issues at home, became better companions and became more effective overall in the home environment," Culbertson said. >
Culbertson said stress at work and stress at home interact in ways that affect outcomes in both domains. The study results suggested that engagement is significantly related to daily mood, and mood also is positively correlated with work-family facilitation. The researchers found that both work engagement and work-to-family facilitation vary considerably from day-to-day. >
"Just because an employee might not be invigorated or dedicated to his or her work on a Monday doesn't mean he or she won't be engaged on Tuesday or vice versa," Culbertson said. "Additionally, one's work can facilitate things at home to a different extent depending on the day and what has happened on that particular day." >
The researchers also found that daily work engagement had a positive effect on family life after controlling for workload -- heavy or light work hours were not a factor. >
"Work addicts, or workaholics, have been shown to experience higher levels of work-family conflict," Culbertson said. "On the contrary, our study showed that higher levels of engagement were related to higher levels of work-family facilitation rather than conflict." >
Culbertson said organizations could build on these findings and intervene in the workplace. She said that it is important for organizations to help employees balance their work and personal lives. Prior research has shown that people who report high levels of work-family conflict tend to also report experiencing lower job satisfaction, poorer health, lower job performance and a greater likelihood of leaving the organization. Thus, helping employees helps the organization, she said. >
Read Full Article: http://www.sciencedaily.com/releases/2009/08/090824115911.htm
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Saturday, August 29, 2009
CFOs Still Fighting to Retain Skilled Staff - Careers - CFO.com
CFOs Still Fighting to Retain Skilled Staff - Careers - CFO.com
cfo.com >
CFOs Still Fighting to Retain Skilled Staff >
Beyond offering extra bucks, finance chiefs are finding that reshaping jobs, providing community-service and fitness opportunities, and supplying ad hoc vacation days are good tools to use to hang on to skilled finance staff. >
Alix Stuart - CFO.com US >August 26, 2009 >
Excerpts:
The labor market is generally teeming with talent in search of work. But skilled finance and accounting employees are not necessarily any easier to find these days. Indeed, the accounting profession shed less than 2% of its jobs between June 2008 and June 2009, according to Ajilon Finance, and CFOs who have recently hired say salary levels remain high. >
When BlessingWhite surveyed some 7,500 employees around the world last year, including 270 U.S. finance employees, Rice found that perks didn't even make the top eight factors employees rated as key to their satisfaction. Instead, employees typically want more challenging work and more say in how it's done, plus a good relationship with their manager. "You can be working for a terrible place to work, but if you have a great relationship with your manager, that could mitigate a lot of the problems," says Rice.>
With that in mind, here are three ideas to consider as you seek to keep your best and brightest: >
1. Reshape jobs. >
2. Help employees reshape life outside work. >
3. Allow more time off and/or flexible work schedules. >
Read full > article: http://www.cfo.com/article.cfm/14302452/2/c_2984789
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
cfo.com >
CFOs Still Fighting to Retain Skilled Staff >
Beyond offering extra bucks, finance chiefs are finding that reshaping jobs, providing community-service and fitness opportunities, and supplying ad hoc vacation days are good tools to use to hang on to skilled finance staff. >
Alix Stuart - CFO.com US >August 26, 2009 >
Excerpts:
The labor market is generally teeming with talent in search of work. But skilled finance and accounting employees are not necessarily any easier to find these days. Indeed, the accounting profession shed less than 2% of its jobs between June 2008 and June 2009, according to Ajilon Finance, and CFOs who have recently hired say salary levels remain high. >
When BlessingWhite surveyed some 7,500 employees around the world last year, including 270 U.S. finance employees, Rice found that perks didn't even make the top eight factors employees rated as key to their satisfaction. Instead, employees typically want more challenging work and more say in how it's done, plus a good relationship with their manager. "You can be working for a terrible place to work, but if you have a great relationship with your manager, that could mitigate a lot of the problems," says Rice.>
With that in mind, here are three ideas to consider as you seek to keep your best and brightest: >
1. Reshape jobs. >
2. Help employees reshape life outside work. >
3. Allow more time off and/or flexible work schedules. >
Read full > article: http://www.cfo.com/article.cfm/14302452/2/c_2984789
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Wednesday, August 26, 2009
When Plans Don't Go According to the Script, Keep Planning | GiANT Impact
When Plans Don't Go According to the Script, Keep Planning GiANT Impact
John MaxwellLeadership
WiredMaximum Impact>
August 2009, Issue 2 >
When Plans Don't Go According to the Script, Keep Planning"
In preparing for battle I have always found that plans are useless, but planning is indispensable." ~ Dwight D. Eisenhower >
As Supreme Commander of the Allied Forces in Europe during World War II, Dwight D. Eisenhower planned, coordinated, and carried out the largest amphibious assault ever undertaken - the Invasion of Normandy. Historians regard him as one of the greatest military strategists of all time. Even so, Eisenhower considered plans to be essentially worthless. >
Why Plans Are Useless>
1) There's No Way to Control Your Competition>
In a hypercompetitive and dynamic world, plans have an increasingly shorter shelf life. As Colin Powell said, "No battle plan survives contact with the enemy." As leaders, we are susceptible to the innovations of competitors. When faced with a new reality, we must either scrap our plans or close our doors. >
In business as in warfare, there's no way to predict the strategies and innovations of your opponent. You never know when a competitor could obliterate your business plan by introducing an inventive idea. Competition from foreign automakers sent GM spiraling into bankruptcy. iTunes has nearly sunk the major record companies, and online news sources have put traditional newspapers on life support. >
2) There's No Way to Control Your Circumstances >
If you own a small construction firm, then you're painfully aware of this principle. A brilliant plan for growth doesn't do any good when few people are buying and even fewer are building. None of your strategies have the power to revive the stock market or to put money back in people's wallets. >
The fate of Hummer is a prime example of a company's plans being hammered by forces beyond its control. Five years ago, Hummers were the rage, and the brand had incredible appeal. Riding the wave of popularity, Hummer spun off clothing lines, toys, and even founded an off-road driving school in South Bend, Indiana. However, a spike in gas prices nearly killed off the company a few months ago. >
Why Planning is IndispensibleEisenhower was no fool. While he recognized that concrete plans would sooner or later be discarded in the course of battle, he prized the process of planning. Why? Because he knew firsthand the benefits it could bring. >
1) Planning Prepares You Mentally and Emotionally >
When planning, you walk down the avenue of possibilities in your mind. This exercise mentally familiarizes you with the pros and cons that may be associated with the decisions you make. Also, projecting yourself into the future acquaints you with some of the sacrifices that will be necessary to see a plan through to completion. Oftentimes, being aware of these costs in advance helps a leader to prepare emotionally to make tough choices. >
2) Planning Helps You to Prioritize Your Resources >
Opportunities abound, but you can't do everything. Planning helps you to separate what you must do from what you could do. By prioritizing, you more effectively allocate precious resources of time and capital. >
3) Planning Causes You to Identify Assumptions >
As any mapmaker knows, a good roadmap must be drawn to scale and must have a legend explaining its symbols. Without these two essential features, the map is confusing and unreliable to the reader. >
Assumptions serve as our legend and scale when we map out a path for those we lead. We really can't make a sensible plan for the future until we've defined our assumptions. Planning exposes assumptions to the light of inquiry. When considering a future plan, we have to test whether or not our present assumptions remain valid. This process helps us refine our fundamental beliefs about the mission, values, and goals of our organization. >
SUMMARY >
Plans are disposable. As such, perhaps it's best to write them on recyclable paper, but never stop the discipline of planning. Although a majority of your plans will end up being abandoned and discarded, the process of planning won't fail to reward you.
QUOTES - Planning >
"Planning is bringing the future into the present so that you can do something about it now."
>~ Alan Lakein >
"Without leaps of imagination, or dreaming, we lose the excitement of possibilities. Dreaming, after all, is a form of planning.">
~ Gloria Steinem >
"Good fortune is what happens when opportunity meets with planning.">~ Thomas Edison >
"There is never enough time to do everything, but there is always enough time to do the most important thing." >
~ Brian Tracy >
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
John MaxwellLeadership
WiredMaximum Impact>
August 2009, Issue 2 >
When Plans Don't Go According to the Script, Keep Planning"
In preparing for battle I have always found that plans are useless, but planning is indispensable." ~ Dwight D. Eisenhower >
As Supreme Commander of the Allied Forces in Europe during World War II, Dwight D. Eisenhower planned, coordinated, and carried out the largest amphibious assault ever undertaken - the Invasion of Normandy. Historians regard him as one of the greatest military strategists of all time. Even so, Eisenhower considered plans to be essentially worthless. >
Why Plans Are Useless>
1) There's No Way to Control Your Competition>
In a hypercompetitive and dynamic world, plans have an increasingly shorter shelf life. As Colin Powell said, "No battle plan survives contact with the enemy." As leaders, we are susceptible to the innovations of competitors. When faced with a new reality, we must either scrap our plans or close our doors. >
In business as in warfare, there's no way to predict the strategies and innovations of your opponent. You never know when a competitor could obliterate your business plan by introducing an inventive idea. Competition from foreign automakers sent GM spiraling into bankruptcy. iTunes has nearly sunk the major record companies, and online news sources have put traditional newspapers on life support. >
2) There's No Way to Control Your Circumstances >
If you own a small construction firm, then you're painfully aware of this principle. A brilliant plan for growth doesn't do any good when few people are buying and even fewer are building. None of your strategies have the power to revive the stock market or to put money back in people's wallets. >
The fate of Hummer is a prime example of a company's plans being hammered by forces beyond its control. Five years ago, Hummers were the rage, and the brand had incredible appeal. Riding the wave of popularity, Hummer spun off clothing lines, toys, and even founded an off-road driving school in South Bend, Indiana. However, a spike in gas prices nearly killed off the company a few months ago. >
Why Planning is IndispensibleEisenhower was no fool. While he recognized that concrete plans would sooner or later be discarded in the course of battle, he prized the process of planning. Why? Because he knew firsthand the benefits it could bring. >
1) Planning Prepares You Mentally and Emotionally >
When planning, you walk down the avenue of possibilities in your mind. This exercise mentally familiarizes you with the pros and cons that may be associated with the decisions you make. Also, projecting yourself into the future acquaints you with some of the sacrifices that will be necessary to see a plan through to completion. Oftentimes, being aware of these costs in advance helps a leader to prepare emotionally to make tough choices. >
2) Planning Helps You to Prioritize Your Resources >
Opportunities abound, but you can't do everything. Planning helps you to separate what you must do from what you could do. By prioritizing, you more effectively allocate precious resources of time and capital. >
3) Planning Causes You to Identify Assumptions >
As any mapmaker knows, a good roadmap must be drawn to scale and must have a legend explaining its symbols. Without these two essential features, the map is confusing and unreliable to the reader. >
Assumptions serve as our legend and scale when we map out a path for those we lead. We really can't make a sensible plan for the future until we've defined our assumptions. Planning exposes assumptions to the light of inquiry. When considering a future plan, we have to test whether or not our present assumptions remain valid. This process helps us refine our fundamental beliefs about the mission, values, and goals of our organization. >
SUMMARY >
Plans are disposable. As such, perhaps it's best to write them on recyclable paper, but never stop the discipline of planning. Although a majority of your plans will end up being abandoned and discarded, the process of planning won't fail to reward you.
QUOTES - Planning >
"Planning is bringing the future into the present so that you can do something about it now."
>~ Alan Lakein >
"Without leaps of imagination, or dreaming, we lose the excitement of possibilities. Dreaming, after all, is a form of planning.">
~ Gloria Steinem >
"Good fortune is what happens when opportunity meets with planning.">~ Thomas Edison >
"There is never enough time to do everything, but there is always enough time to do the most important thing." >
~ Brian Tracy >
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Tuesday, August 25, 2009
Principle-Centered Planning | GiANT Impact
Principle-Centered Planning GiANT Impact
Principle-Centered Planning
By Dr. John C. Maxwell
Leadership Wired
Maximum Impact
August 2009, Issue 2>
If you've ever gone whitewater rafting, then you know the importance of planning. Whenever the raft approaches rapids, the guide has to plan the best route to navigate safely through them. If the guide fails to plan, then the raft can easily smash into a rock or capsize. >
Four Types of Planning>Passive planning happens when leadership allows the raft to travel downstream at the mercy of the current rather than steering, rowing, and turning. This kind of non-planning eventually leaves you unprepared to face whitewater rapids. Worse yet, in the absence of a plan, the current may take the raft over the edge of a dreaded waterfall. >
Panic planning happens only after the raft is in trouble. At this point, all of the organization's resources are scrambled in a reactionary pattern in an attempt to solve the problem. With panic planning, you may or may not come out alive and well, but you are guaranteed some bumps and bruises. >
Scientific planning is viable, but can be laborious, mechanical, and often ends up abandoned in the process. Imagine if a raft guide constantly tried to measure the depth of the water, the distance between rocks, the wind speed, and the water current. Although the information might be helpful, oftentimes the water would be moving too swiftly to take the measurements. In a like manner, leaders often have to respond to change in an instant. There's no time to collect scientific data on all of the variables before deciding which course of action is best. >
Principle-centered planning is the key to effectiveness. It is the artistic or leadership approach. Principle-centered planning recognizes that life in general (and people in particular) can't be graphed on a chart, but sees that planning still remains essential. >
Reasons Why People Don't Plan >
You don't have to be in leadership very long to learn that planning pays off. Even so, many people don't plan. Here are four reasons why people neglect planning.>
1) They don't possess planning skills or knowledge. >
Some people don't have an innate ability to project themselves into the future. They've never been taught to prioritize their day or to prepare for tomorrow. >
2) They're caught in the tyranny of the urgent, and they believe that they don't have time. >
Some people allow themselves to be pulled into the vortex of minutiae. As a consequence, they end up buried under a sea of details, and they can't pull their heads above water long enough to plan. >
3) They don't like the perceived hassle of planning. >
Instead of planning one event at a time, they become overwhelmed by the mountain of things to plan. >
4) Many people don't plan because the outcome varies greatly. >
"After all," they say, "When I do make a plan, it normally doesn't end up happening, so why bother?" >
Why Planning Is Essential >We all have desires and dreams, yet we'll never accomplish our dreams in life just by wanting them bad enough. Planning bridges the gap between our desires and dreams by calling us to action. As noted by William Danforth, ""No plan is worth the paper it is printed on unless it starts you doing something." A concrete plan supplies us with tangible steps to take in the direction of our dreams. >
Qualities of Principle-Centered Planning >
- Principle-centered planning allows us to be flexible without losing focus.
- Principle-centered planning allows us to be creative without losing concentration.
- Planning is the structure. Principle-centered planning is the flesh. - Planning is the roadmap. Principle-centered planning is the movement.
- Planning is the idea. Principle-centered planning is the action. - Planning is the paper. Principle-centered planning is the power.
Summary >
It's been said, "By failing to plan, you plan to fail." I wholeheartedly agree. People who ignore planning handicap themselves and stifle their effectiveness. >
The good news about planning is that it's a relatively simple discipline. Anyone can do it. No PHD is required to make a solid plan - only a window of uninterrupted time for focused thought. >
By now I hope you've been persuaded about the imperative of planning. In the next edition of Leadership Wired, I'll unwrap seven principles to guide your planning process and help you achieve your dreams. >
About >
John C. Maxwell is an internationally recognized leadership expert, speaker, and author who has sold over 16 million books. EQUIP, the organization he founded has trained more than 2 million leaders worldwide. Every year he speaks to Fortune 500 companies, international government leaders, and audiences as diverse as the United States Military Academy at West Point, the National Football League, and ambassadors at the United Nations. A New York Times, Wall Street Journal, and Business Week best-selling author, Maxwell was named the World's Top Leadership Guru by Leadershipgurus.net. He was also one of only 25 authors and artists named to Amazon.com's 10th Anniversary Hall of Fame. Three of his books, The 21 Irrefutable Laws of Leadership, Developing the Leader Within You, and The 21 Indispensable Qualities of a Leader have each sold over a million copies. >
Read full article: http://www.giantimpact.com/articles/read/article_principle-centered_planning/ ---------------------------------------------"This article is used by permission from Leadership Wired, GiANT Impact's premiere leadership newsletter, available for free subscription at http://www.giantimpact.com/."
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Principle-Centered Planning
By Dr. John C. Maxwell
Leadership Wired
Maximum Impact
August 2009, Issue 2>
If you've ever gone whitewater rafting, then you know the importance of planning. Whenever the raft approaches rapids, the guide has to plan the best route to navigate safely through them. If the guide fails to plan, then the raft can easily smash into a rock or capsize. >
Four Types of Planning>Passive planning happens when leadership allows the raft to travel downstream at the mercy of the current rather than steering, rowing, and turning. This kind of non-planning eventually leaves you unprepared to face whitewater rapids. Worse yet, in the absence of a plan, the current may take the raft over the edge of a dreaded waterfall. >
Panic planning happens only after the raft is in trouble. At this point, all of the organization's resources are scrambled in a reactionary pattern in an attempt to solve the problem. With panic planning, you may or may not come out alive and well, but you are guaranteed some bumps and bruises. >
Scientific planning is viable, but can be laborious, mechanical, and often ends up abandoned in the process. Imagine if a raft guide constantly tried to measure the depth of the water, the distance between rocks, the wind speed, and the water current. Although the information might be helpful, oftentimes the water would be moving too swiftly to take the measurements. In a like manner, leaders often have to respond to change in an instant. There's no time to collect scientific data on all of the variables before deciding which course of action is best. >
Principle-centered planning is the key to effectiveness. It is the artistic or leadership approach. Principle-centered planning recognizes that life in general (and people in particular) can't be graphed on a chart, but sees that planning still remains essential. >
Reasons Why People Don't Plan >
You don't have to be in leadership very long to learn that planning pays off. Even so, many people don't plan. Here are four reasons why people neglect planning.>
1) They don't possess planning skills or knowledge. >
Some people don't have an innate ability to project themselves into the future. They've never been taught to prioritize their day or to prepare for tomorrow. >
2) They're caught in the tyranny of the urgent, and they believe that they don't have time. >
Some people allow themselves to be pulled into the vortex of minutiae. As a consequence, they end up buried under a sea of details, and they can't pull their heads above water long enough to plan. >
3) They don't like the perceived hassle of planning. >
Instead of planning one event at a time, they become overwhelmed by the mountain of things to plan. >
4) Many people don't plan because the outcome varies greatly. >
"After all," they say, "When I do make a plan, it normally doesn't end up happening, so why bother?" >
Why Planning Is Essential >We all have desires and dreams, yet we'll never accomplish our dreams in life just by wanting them bad enough. Planning bridges the gap between our desires and dreams by calling us to action. As noted by William Danforth, ""No plan is worth the paper it is printed on unless it starts you doing something." A concrete plan supplies us with tangible steps to take in the direction of our dreams. >
Qualities of Principle-Centered Planning >
- Principle-centered planning allows us to be flexible without losing focus.
- Principle-centered planning allows us to be creative without losing concentration.
- Planning is the structure. Principle-centered planning is the flesh. - Planning is the roadmap. Principle-centered planning is the movement.
- Planning is the idea. Principle-centered planning is the action. - Planning is the paper. Principle-centered planning is the power.
Summary >
It's been said, "By failing to plan, you plan to fail." I wholeheartedly agree. People who ignore planning handicap themselves and stifle their effectiveness. >
The good news about planning is that it's a relatively simple discipline. Anyone can do it. No PHD is required to make a solid plan - only a window of uninterrupted time for focused thought. >
By now I hope you've been persuaded about the imperative of planning. In the next edition of Leadership Wired, I'll unwrap seven principles to guide your planning process and help you achieve your dreams. >
About >
John C. Maxwell is an internationally recognized leadership expert, speaker, and author who has sold over 16 million books. EQUIP, the organization he founded has trained more than 2 million leaders worldwide. Every year he speaks to Fortune 500 companies, international government leaders, and audiences as diverse as the United States Military Academy at West Point, the National Football League, and ambassadors at the United Nations. A New York Times, Wall Street Journal, and Business Week best-selling author, Maxwell was named the World's Top Leadership Guru by Leadershipgurus.net. He was also one of only 25 authors and artists named to Amazon.com's 10th Anniversary Hall of Fame. Three of his books, The 21 Irrefutable Laws of Leadership, Developing the Leader Within You, and The 21 Indispensable Qualities of a Leader have each sold over a million copies. >
Read full article: http://www.giantimpact.com/articles/read/article_principle-centered_planning/ ---------------------------------------------"This article is used by permission from Leadership Wired, GiANT Impact's premiere leadership newsletter, available for free subscription at http://www.giantimpact.com/."
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Wednesday, August 19, 2009
The psychology of change management - McKinsey Quarterly
Leaders in the crisis McKinsey Global Survey Results - McKinsey Quarterly - Organization - Talent
The psychology of change management
Companies can transform the attitudes and behavior of their employees by applying psychological breakthroughs that explain why people think and act as they do.
JUNE 2003 • Emily Lawson and Colin Price
Excerpts:
Four conditions for changing mind-sets
Employees will alter their mind-sets only if they see the point of the change and agree with it—at least enough to give it a try. The surrounding structures (reward and recognition systems, for example) must be in tune with the new behavior. Employees must have the skills to do what it requires. Finally, they must see people they respect modeling it actively. Each of these conditions is realized independently; together they add up to a way of changing the behavior of people in organizations by changing attitudes about what can and should happen at work.>
1. A purpose to believe in >
In 1957 the Stanford social psychologist Leon Festinger published his theory of cognitive dissonance, the distressing mental state that arises when people find that their beliefs are inconsistent with their actions—agnostic priests would be an extreme example. Festinger observed in the subjects of his experimentation a deep-seated need to eliminate cognitive dissonance by changing either their actions or their beliefs.>
The implication of this finding for an organization is that if its people believe in its overall purpose, they will be happy to change their individual behavior to serve that purpose—indeed, they will suffer from cognitive dissonance if they don’t. But to feel comfortable about change and to carry it out with enthusiasm, people must understand the role of their actions in the unfolding drama of the company’s fortunes and believe that it is worthwhile for them to play a part. It isn’t enough to tell employees that they will have to do things differently. Anyone leading a major change program must take the time to think through its "story"—what makes it worth undertaking—and to explain that story to all of the people involved in making change happen, so that their contributions make sense to them as individuals. >
2. Reinforcement systems >
B. F. Skinner is best known for his experiments with rats during the late 1920s and the 1930s. He found that he could motivate a rat to complete the boring task of negotiating a maze by providing the right incentive—corn at the maze’s center—and by punishing the rat with an electric shock each time it took a wrong turn. >
Skinner’s theories of conditioning and positive reinforcement were taken up by psychologists interested in what motivates people in organizations. Organizational designers broadly agree that reporting structures, management and operational processes, and measurement procedures—setting targets, measuring performance, and granting financial and nonfinancial rewards—must be consistent with the behavior that people are asked to embrace. When a company’s goals for new behavior are not reinforced, employees are less likely to adopt it consistently; if managers are urged to spend more time coaching junior staff, for instance, but coaching doesn’t figure in the performance scorecards of managers, they are not likely to bother. >
Some disciples of Skinner suggest that positive-reinforcement "loops" have a constant effect: once established, you can leave them be. Over time, however, Skinner’s rats became bored with corn and began to ignore the electric shocks. In our experience, a similar phenomenon often prevents organizations from sustaining higher performance: structures and processes that initially reinforce or condition the new behavior do not guarantee that it will endure. They need to be supported by changes that complement the other three conditions for changing mind-sets. >
3. The skills required for change >
If a company urges its employees to be ‘customer-centric’ but paid little attention to the customer in the past, they won’t know howMany change programs make the error of exhorting employees to behave differently without teaching them how to adapt general instructions to their individual situation. The company may urge them to be "customer-centric," for example, but if it paid little attention to customers in the past, they will have no idea how to interpret this principle or won’t know what a successful outcome would look like.>
How can adults best be equipped with the skills they need to make relevant changes in behavior? First, give them time. During the 1980s, David Kolb, a specialist in adult learning, developed his four-phase adult-learning cycle. Kolb showed that adults can’t learn merely by listening to instructions; they must also absorb the new information, use it experimentally, and integrate it with their existing knowledge. In practice, this means that you can’t teach everything there is to know about a subject in one session. Much better to break down the formal teaching into chunks, with time in between for the learners to reflect, experiment, and apply the new principles. Large-scale change happens only in steps.
Second, as the organizational psychologist Chris Argyris showed, people assimilate information more thoroughly if they go on to describe to others how they will apply what they have learned to their own circumstances. The reason, in part, is that human beings use different areas of the brain for learning and for teaching.1
4. Consistent role models >
Most clinical work confirms the idea that consistent role models, whom the famous pediatrician Benjamin Spock regarded as decisive for the development of children, are as important in changing the behavior of adults as the three other conditions combined. In any organization, people model their behavior on "significant others": those they see in positions of influence. Within a single organization, people in different functions or levels choose different role models—a founding partner, perhaps, or a trade union representative, or the highest-earning sales rep. So to change behavior consistently throughout an organization, it isn’t enough to ensure that people at the top are in line with the new ways of working; role models at every level must "walk the talk." >
The way role models deal with their tasks can vary, but the underlying values informing their behavior must be consistent. In a company that encourages entrepreneurial decision making at low levels, one middle manager might try to coach junior employees to know how to spot a promising new venture; another might leave this up to them. Both, however, would be acting in line with the entrepreneurial principle, whereas a boss who demanded a lengthy business case to justify each $50 expenditure would not be. But organizations trying to change their value systems can’t tolerate as much variance in their role models’ behavior. If entrepreneurial decision making were a new value, both of these middle managers might have to act in roughly the same way in order to encourage their subordinates to make bold decisions. >
Behavior in organizations is deeply affected not only by role models but also by the groups with which people identify. Role modeling by individuals must therefore be confirmed by the groups that surround them if it is to have a permanent or deep influence. (Most teenagers could tell you a lot about this.) Say that a well-respected senior leader is waxing lyrical about making the culture less bureaucratic and even conforming to the new regime by making fewer requests for information. If the sales reps in the company canteen spend every lunchtime complaining that "we’ve heard this a thousand times before and nothing happened," individuals will feel less pressure to change their behavior. Change must be meaningful to key groups at each level of the organization. >
Putting the approach into practice (See Case Studies)> http://www.mckinseyquarterly.com/The_psychology_of_change_management_1316
Workshops that draw on transpersonal psychology, a progressive branch of the discipline, can speed up cultural change and make it more enduring.1 Transpersonal psychology suggests that the innate desire to develop and grow infuses human beings with energy. Employees will not put sustained effort into a new kind of behavior if they have only a rational understanding of why it matters to the company; it must mean something much deeper to them, something that they know will have an effect on their personal growth.>
Read Full Article: http://www.mckinseyquarterly.com/The_psychology_of_change_management_1316
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
The psychology of change management
Companies can transform the attitudes and behavior of their employees by applying psychological breakthroughs that explain why people think and act as they do.
JUNE 2003 • Emily Lawson and Colin Price
Excerpts:
Four conditions for changing mind-sets
Employees will alter their mind-sets only if they see the point of the change and agree with it—at least enough to give it a try. The surrounding structures (reward and recognition systems, for example) must be in tune with the new behavior. Employees must have the skills to do what it requires. Finally, they must see people they respect modeling it actively. Each of these conditions is realized independently; together they add up to a way of changing the behavior of people in organizations by changing attitudes about what can and should happen at work.>
1. A purpose to believe in >
In 1957 the Stanford social psychologist Leon Festinger published his theory of cognitive dissonance, the distressing mental state that arises when people find that their beliefs are inconsistent with their actions—agnostic priests would be an extreme example. Festinger observed in the subjects of his experimentation a deep-seated need to eliminate cognitive dissonance by changing either their actions or their beliefs.>
The implication of this finding for an organization is that if its people believe in its overall purpose, they will be happy to change their individual behavior to serve that purpose—indeed, they will suffer from cognitive dissonance if they don’t. But to feel comfortable about change and to carry it out with enthusiasm, people must understand the role of their actions in the unfolding drama of the company’s fortunes and believe that it is worthwhile for them to play a part. It isn’t enough to tell employees that they will have to do things differently. Anyone leading a major change program must take the time to think through its "story"—what makes it worth undertaking—and to explain that story to all of the people involved in making change happen, so that their contributions make sense to them as individuals. >
2. Reinforcement systems >
B. F. Skinner is best known for his experiments with rats during the late 1920s and the 1930s. He found that he could motivate a rat to complete the boring task of negotiating a maze by providing the right incentive—corn at the maze’s center—and by punishing the rat with an electric shock each time it took a wrong turn. >
Skinner’s theories of conditioning and positive reinforcement were taken up by psychologists interested in what motivates people in organizations. Organizational designers broadly agree that reporting structures, management and operational processes, and measurement procedures—setting targets, measuring performance, and granting financial and nonfinancial rewards—must be consistent with the behavior that people are asked to embrace. When a company’s goals for new behavior are not reinforced, employees are less likely to adopt it consistently; if managers are urged to spend more time coaching junior staff, for instance, but coaching doesn’t figure in the performance scorecards of managers, they are not likely to bother. >
Some disciples of Skinner suggest that positive-reinforcement "loops" have a constant effect: once established, you can leave them be. Over time, however, Skinner’s rats became bored with corn and began to ignore the electric shocks. In our experience, a similar phenomenon often prevents organizations from sustaining higher performance: structures and processes that initially reinforce or condition the new behavior do not guarantee that it will endure. They need to be supported by changes that complement the other three conditions for changing mind-sets. >
3. The skills required for change >
If a company urges its employees to be ‘customer-centric’ but paid little attention to the customer in the past, they won’t know howMany change programs make the error of exhorting employees to behave differently without teaching them how to adapt general instructions to their individual situation. The company may urge them to be "customer-centric," for example, but if it paid little attention to customers in the past, they will have no idea how to interpret this principle or won’t know what a successful outcome would look like.>
How can adults best be equipped with the skills they need to make relevant changes in behavior? First, give them time. During the 1980s, David Kolb, a specialist in adult learning, developed his four-phase adult-learning cycle. Kolb showed that adults can’t learn merely by listening to instructions; they must also absorb the new information, use it experimentally, and integrate it with their existing knowledge. In practice, this means that you can’t teach everything there is to know about a subject in one session. Much better to break down the formal teaching into chunks, with time in between for the learners to reflect, experiment, and apply the new principles. Large-scale change happens only in steps.
Second, as the organizational psychologist Chris Argyris showed, people assimilate information more thoroughly if they go on to describe to others how they will apply what they have learned to their own circumstances. The reason, in part, is that human beings use different areas of the brain for learning and for teaching.1
4. Consistent role models >
Most clinical work confirms the idea that consistent role models, whom the famous pediatrician Benjamin Spock regarded as decisive for the development of children, are as important in changing the behavior of adults as the three other conditions combined. In any organization, people model their behavior on "significant others": those they see in positions of influence. Within a single organization, people in different functions or levels choose different role models—a founding partner, perhaps, or a trade union representative, or the highest-earning sales rep. So to change behavior consistently throughout an organization, it isn’t enough to ensure that people at the top are in line with the new ways of working; role models at every level must "walk the talk." >
The way role models deal with their tasks can vary, but the underlying values informing their behavior must be consistent. In a company that encourages entrepreneurial decision making at low levels, one middle manager might try to coach junior employees to know how to spot a promising new venture; another might leave this up to them. Both, however, would be acting in line with the entrepreneurial principle, whereas a boss who demanded a lengthy business case to justify each $50 expenditure would not be. But organizations trying to change their value systems can’t tolerate as much variance in their role models’ behavior. If entrepreneurial decision making were a new value, both of these middle managers might have to act in roughly the same way in order to encourage their subordinates to make bold decisions. >
Behavior in organizations is deeply affected not only by role models but also by the groups with which people identify. Role modeling by individuals must therefore be confirmed by the groups that surround them if it is to have a permanent or deep influence. (Most teenagers could tell you a lot about this.) Say that a well-respected senior leader is waxing lyrical about making the culture less bureaucratic and even conforming to the new regime by making fewer requests for information. If the sales reps in the company canteen spend every lunchtime complaining that "we’ve heard this a thousand times before and nothing happened," individuals will feel less pressure to change their behavior. Change must be meaningful to key groups at each level of the organization. >
Putting the approach into practice (See Case Studies)> http://www.mckinseyquarterly.com/The_psychology_of_change_management_1316
Workshops that draw on transpersonal psychology, a progressive branch of the discipline, can speed up cultural change and make it more enduring.1 Transpersonal psychology suggests that the innate desire to develop and grow infuses human beings with energy. Employees will not put sustained effort into a new kind of behavior if they have only a rational understanding of why it matters to the company; it must mean something much deeper to them, something that they know will have an effect on their personal growth.>
Read Full Article: http://www.mckinseyquarterly.com/The_psychology_of_change_management_1316
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Nearly Half of Laid Off Workers Finding New Jobs
Nearly Half of Laid Off Workers Finding New Jobs
WorldatWork.com >
Nearly Half of Laid Off Workers Finding New Jobs>
Aug. 6, 2009 — A new survey finds that nearly half of workers who were laid off in the last three months have found new jobs.>
The CareerBuilder Survey shows that 48% of workers who were laid off from full-time jobs in the last three months have found new full-time positions, which is up from 41% in March; 3% found part-time positions, which is down from 8% in the previous survey. >
“Despite a challenging job market, workers have been able to find employment opportunities in a variety of fields,” said Brent Rasmussen, president of CareerBuilder North America. “Even though the number of workers who took part-time positions is tracking below last quarter, the number who found full-time jobs is notably higher. This is a positive indication that more workers who were laid off from full-time jobs were able to replace them with new full-time positions instead of taking part-time work as an interim measure to generate income. Part of this job search success is related to workers expanding career options to new industries and locations.” >
Changes in Pay
According to survey results, of workers who were laid off in the last 12 months and found new jobs, 56% reported they were able to negotiate comparable or higher pay for their new positions; 44% of workers took a pay cut, down from 49% in March. >
Transferring Skills to Other Industries and Fields
Similar to the last survey, 38% of workers who were laid off in the last 12 months and landed new jobs said they found work in a different field than where they were previously employed. >
Relocation
Survey results show that 20% of workers who were laid off in the last 12 months and found jobs relocated to a new city or state; up from 13% percent in March. Of those who are still looking for employment, 44% reported they would consider relocating for a job opportunity; up from 39% in March. >
Starting a Business
The survey found that 29% of workers who have not found jobs are considering starting their own business; up slightly from 25% in March.>
Altering Appearance
According to survey results, the competition for a smaller number of jobs is driving some workers to alter their everyday appearances in hopes of making a stronger impression. Twenty-eight percent of workers who were laid off in the last 12 months said they have changed their appearance to make themselves more attractive to potential employers; 14% said they have lost weight, 8% have changed their hair color or hairstyle and 5% are dressing to appear younger. Teeth whitening, enhanced makeup and cosmetic procedures were also cited.>
Survey Methodology
This survey was conducted online within the U.S. by Harris Interactive on behalf of CareerBuilder among 921 U.S. workers who were laid off from full-time jobs in the last 12 months ages 18 and over between May 22 and June 10, 2009 (percentages for some questions are based on a subset, based on their responses to certain questions). With a pure probability sample of 921, one could say with a 95% probability that the overall results have a sampling error of +/-3.23 percentage points. Sampling error for data from sub-samples is higher and varies. >
Contents © 2009 WorldatWork. No part of this article may be reproduced, excerpted or redistributed in any form without express written permission from WorldatWork. >
Read Full Article: http://www.worldatwork.org/waw/adimComment?id=33841
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
WorldatWork.com >
Nearly Half of Laid Off Workers Finding New Jobs>
Aug. 6, 2009 — A new survey finds that nearly half of workers who were laid off in the last three months have found new jobs.>
The CareerBuilder Survey shows that 48% of workers who were laid off from full-time jobs in the last three months have found new full-time positions, which is up from 41% in March; 3% found part-time positions, which is down from 8% in the previous survey. >
“Despite a challenging job market, workers have been able to find employment opportunities in a variety of fields,” said Brent Rasmussen, president of CareerBuilder North America. “Even though the number of workers who took part-time positions is tracking below last quarter, the number who found full-time jobs is notably higher. This is a positive indication that more workers who were laid off from full-time jobs were able to replace them with new full-time positions instead of taking part-time work as an interim measure to generate income. Part of this job search success is related to workers expanding career options to new industries and locations.” >
Changes in Pay
According to survey results, of workers who were laid off in the last 12 months and found new jobs, 56% reported they were able to negotiate comparable or higher pay for their new positions; 44% of workers took a pay cut, down from 49% in March. >
Transferring Skills to Other Industries and Fields
Similar to the last survey, 38% of workers who were laid off in the last 12 months and landed new jobs said they found work in a different field than where they were previously employed. >
Relocation
Survey results show that 20% of workers who were laid off in the last 12 months and found jobs relocated to a new city or state; up from 13% percent in March. Of those who are still looking for employment, 44% reported they would consider relocating for a job opportunity; up from 39% in March. >
Starting a Business
The survey found that 29% of workers who have not found jobs are considering starting their own business; up slightly from 25% in March.>
Altering Appearance
According to survey results, the competition for a smaller number of jobs is driving some workers to alter their everyday appearances in hopes of making a stronger impression. Twenty-eight percent of workers who were laid off in the last 12 months said they have changed their appearance to make themselves more attractive to potential employers; 14% said they have lost weight, 8% have changed their hair color or hairstyle and 5% are dressing to appear younger. Teeth whitening, enhanced makeup and cosmetic procedures were also cited.>
Survey Methodology
This survey was conducted online within the U.S. by Harris Interactive on behalf of CareerBuilder among 921 U.S. workers who were laid off from full-time jobs in the last 12 months ages 18 and over between May 22 and June 10, 2009 (percentages for some questions are based on a subset, based on their responses to certain questions). With a pure probability sample of 921, one could say with a 95% probability that the overall results have a sampling error of +/-3.23 percentage points. Sampling error for data from sub-samples is higher and varies. >
Contents © 2009 WorldatWork. No part of this article may be reproduced, excerpted or redistributed in any form without express written permission from WorldatWork. >
Read Full Article: http://www.worldatwork.org/waw/adimComment?id=33841
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
A sagacious delay | Psychology Today
A sagacious delay Psychology Today
Don't Delay
Understanding procrastination and how to achieve our goals.
by Timothy A. Pychyl
Why delay is good, necessary and happening now
Excerpts:
All procrastination is delay, but not all delay is procrastination.
Procrastination is the irrational delay of an intended action despite the knowledge that we will probably be worse off for the delay in terms of performance and/or our feelings. Procrastination doesn't have a "good side." It's a needless, unnecessary delay that may, by chance alone, at times in our lives "pay off," but that is the exception, not the rule.
Procrastination is a failure of our ability to self-regulate.
Delay is part of our successful self-regulation.
Read Full Post: http://www.psychologytoday.com/blog/dont-delay/200908/sagacious-delay
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Don't Delay
Understanding procrastination and how to achieve our goals.
by Timothy A. Pychyl
Why delay is good, necessary and happening now
Excerpts:
All procrastination is delay, but not all delay is procrastination.
Procrastination is the irrational delay of an intended action despite the knowledge that we will probably be worse off for the delay in terms of performance and/or our feelings. Procrastination doesn't have a "good side." It's a needless, unnecessary delay that may, by chance alone, at times in our lives "pay off," but that is the exception, not the rule.
Procrastination is a failure of our ability to self-regulate.
Delay is part of our successful self-regulation.
Read Full Post: http://www.psychologytoday.com/blog/dont-delay/200908/sagacious-delay
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Monday, August 17, 2009
Five Psychological Principles Everyone Should Know and Use. - Monday, 17th August 2009 at 4Hoteliers
Five Psychological Principles Everyone Should Know and Use. - Monday, 17th August 2009 at 4Hoteliers
Five Psychological Principles Everyone Should Know and Use.
By Jim Houran
Monday, 17th August 2009
Excerpts:
The overarching idea is simple -- you can relate and work with people well if you know them well. Everyone with whom you interrelate on a regular basis, from coworkers to customers, is psychologically "hardwired" in a highly similar fashion. This hardwiring means that people analyze and use certain types of information in very predictable ways.
Principle #1: The magical number “5” (plus or minus two)
Principle #2: “Similarity” is a bridge builder
Principle #3: What’s “beautiful” must be “good”
Principle #4: “Big Five” model of personality
Principle #5: Theory of reasoned action
Read full article: http://www.4hoteliers.com/4hots_fshw.php?mwi=4306
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Five Psychological Principles Everyone Should Know and Use.
By Jim Houran
Monday, 17th August 2009
Excerpts:
The overarching idea is simple -- you can relate and work with people well if you know them well. Everyone with whom you interrelate on a regular basis, from coworkers to customers, is psychologically "hardwired" in a highly similar fashion. This hardwiring means that people analyze and use certain types of information in very predictable ways.
Principle #1: The magical number “5” (plus or minus two)
Principle #2: “Similarity” is a bridge builder
Principle #3: What’s “beautiful” must be “good”
Principle #4: “Big Five” model of personality
Principle #5: Theory of reasoned action
Read full article: http://www.4hoteliers.com/4hots_fshw.php?mwi=4306
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Sunday, August 16, 2009
How to have happy relationships | Luisa Dillner | Life and style | The Guardian
How to have happy relationships Luisa Dillner Life and style The Guardian
The way in which you connect with your partner and children is crucial to your wellbeing. Luisa Dillner reports on how to get it right
Luisa Dillner
The Guardian, Saturday 15 August 2009
Read full article: http://www.guardian.co.uk/lifeandstyle/2009/aug/15/luisa-dillner-happy
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
The way in which you connect with your partner and children is crucial to your wellbeing. Luisa Dillner reports on how to get it right
Luisa Dillner
The Guardian, Saturday 15 August 2009
Read full article: http://www.guardian.co.uk/lifeandstyle/2009/aug/15/luisa-dillner-happy
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Friday, August 14, 2009
If he's hooked up, he's hot - The Globe and Mail
If he's hooked up, he's hot - The Globe and Mail
SARAH BOESVELD
From Friday's Globe and Mail Last updated on Friday, Aug. 14, 2009 10:20AM EDT
Excerpts:
"He's taken? Tell me more!"
According to a new study, single women may be more interested in pursuing men who are already in committed relationships, a finding that suggests women are not just griping that "all the good men are taken" - they're conspiring to get their share.
The study from Oklahoma State University looked at the impact of gender and relationship status on "mate poaching,"
Given the option, 90 per cent of women said they would pursue the attached man, while 59 per cent said they'd go for the single one, says Prof. Burkley. Their findings are published this month in the Journal of Experimental Social Psychology.
"We found that men were over all interested in this person, but it did not matter at all whether she was single or in a relationship," she says. "[But] for the women, particularly the single women, it mattered very much. If he was single, they weren't nearly as interested."
Read full Article: http://www.theglobeandmail.com/life/family-and-relationships/if-hes-hooked-up-hes-hot/article1251552/
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
SARAH BOESVELD
From Friday's Globe and Mail Last updated on Friday, Aug. 14, 2009 10:20AM EDT
Excerpts:
"He's taken? Tell me more!"
According to a new study, single women may be more interested in pursuing men who are already in committed relationships, a finding that suggests women are not just griping that "all the good men are taken" - they're conspiring to get their share.
The study from Oklahoma State University looked at the impact of gender and relationship status on "mate poaching,"
Given the option, 90 per cent of women said they would pursue the attached man, while 59 per cent said they'd go for the single one, says Prof. Burkley. Their findings are published this month in the Journal of Experimental Social Psychology.
"We found that men were over all interested in this person, but it did not matter at all whether she was single or in a relationship," she says. "[But] for the women, particularly the single women, it mattered very much. If he was single, they weren't nearly as interested."
Read full Article: http://www.theglobeandmail.com/life/family-and-relationships/if-hes-hooked-up-hes-hot/article1251552/
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Thursday, August 13, 2009
Some People Just Need Less Sleep - Yahoo! News
Some People Just Need Less Sleep - Yahoo! News
Some People Just Need Less Sleep >
Jeanna BrynerSenior WriterLiveScience.com Thu Aug 13, 3:07 pm ET >
Excerpts:>
Sleep logs revealed the 44-year-old woman and her 69-year-old mother have been "natural short sleepers" for most of their lives. They both go to bed at about 10 p.m. and rise at 4 or 4:30 a.m. >
While that might sound a lot like your schedule, there's a catch: Besides catching fewer Z's, the two family members are also very active. For instance, the mother travels internationally often and dances three or four times a week. >
"They really have shorter sleep requirements," said study researcher Ying-Hui Fu, a professor of neurology at the University of California at San Francisco, Mission Bay. >
It turns out, the pair are genetically programmed for such abbreviated sleep. They both carry a genetic mutation to the gene DEC2 that Fu and her colleagues found is at least partly responsible for the sleep pattern and probably contributes to so-called sleep homeostasis (how much sleep we need). >
Read full article: http://news.yahoo.com/s/livescience/20090813/sc_livescience/somepeoplejustneedlesssleep
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Some People Just Need Less Sleep >
Jeanna BrynerSenior WriterLiveScience.com Thu Aug 13, 3:07 pm ET >
Excerpts:>
Sleep logs revealed the 44-year-old woman and her 69-year-old mother have been "natural short sleepers" for most of their lives. They both go to bed at about 10 p.m. and rise at 4 or 4:30 a.m. >
While that might sound a lot like your schedule, there's a catch: Besides catching fewer Z's, the two family members are also very active. For instance, the mother travels internationally often and dances three or four times a week. >
"They really have shorter sleep requirements," said study researcher Ying-Hui Fu, a professor of neurology at the University of California at San Francisco, Mission Bay. >
It turns out, the pair are genetically programmed for such abbreviated sleep. They both carry a genetic mutation to the gene DEC2 that Fu and her colleagues found is at least partly responsible for the sleep pattern and probably contributes to so-called sleep homeostasis (how much sleep we need). >
Read full article: http://news.yahoo.com/s/livescience/20090813/sc_livescience/somepeoplejustneedlesssleep
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
QUOTES - Courage
Leadership Wired Giant Impact (John Maxwell)
QUOTES - Courage
"The desire for safety stands against every great and noble enterprise.
"~ Tacitus"
Only when we are no longer afraid do we begin to live."
~ Dorothy Thompson
"One man with courage makes a majority."
~ Andrew Jackson
"Courage is more exhilarating than fear and in the long run it is easier. We do not have to become heroes overnight. Just a step at a time, meeting each thing that comes up, seeing it is not as dreadful as it appeared, discovering we have the strength to stare it down."
~ Eleanor Roosevelt
"This article is used by permission from Leadership Wired, GiANT Impact's premiere leadership newsletter, available for free subscription at www.giantimpact.com."
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
QUOTES - Courage
"The desire for safety stands against every great and noble enterprise.
"~ Tacitus"
Only when we are no longer afraid do we begin to live."
~ Dorothy Thompson
"One man with courage makes a majority."
~ Andrew Jackson
"Courage is more exhilarating than fear and in the long run it is easier. We do not have to become heroes overnight. Just a step at a time, meeting each thing that comes up, seeing it is not as dreadful as it appeared, discovering we have the strength to stare it down."
~ Eleanor Roosevelt
"This article is used by permission from Leadership Wired, GiANT Impact's premiere leadership newsletter, available for free subscription at www.giantimpact.com."
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Feel the Fear and Do It Anyway® | GiANT Impact
Feel the Fear and Do It Anyway® GiANT Impact
Giant Impact - John Maxwell >
By Dr. John C. Maxwell
Used with permission of Susan Jeffers, Ph.D>
Feel the Fear and Do It Anyway® >
By Dr. John C. MaxwellUsed with permission of Susan Jeffers, Ph.D.Franklin Delano Roosevelt was born into wealth and prestige, and as a young Harvard graduate, he seemed destined for success. By the age of 30 he was elected as a state senator, and a few years later he was appointed as Assistant Secretary of the Navy.>
However, shortly before Roosevelt turned 40, tragedy struck when he contracted polio. It's hard to imagine the fear he must have felt upon suddenly losing motion in his arms and legs. FDR could have let the fear of living with polio debilitate him, but he rose above it. Through therapy, he regained the use of his hands, and he learned to walk with braces. Eight years later he became Governor of New York, and he was eventually elected President of the United States.>
Interestingly enough, when Roosevelt became President, the American nation was paralyzed. How appropriate that a person who had personally conquered fear would lead a nation filled with fear. In steering the country through the Great Depression and World War II, FDR put his stamp on society and gained notoriety as one of the greatest American leaders of the 20th century. >
Facts about Fear >
1) Every generation experiences fear. >
In the past 100 years alone, Americans have felt the fears of World War I, the Great Depression, World War II, the prospects of nuclear war with the Soviet empire, international terrorism, and the present financial recession. Our fears change with the time in which we live, but every generation has fears. >
2) Every individual has fears. >
Each person has something they're afraid of. Commonly held phobias include public speaking, sickness, insects, heights, loneliness, or financial problems. Leaders aren't immune to fear, either. Peter the Great trembled and wept whenever he had to cross a bridge. Julius Caesar was terrified by thunder and would hide in a cave during severe storms. >
3) Fear is destructive >
Upon taking office, FDR saw the crippling effects of fear creeping across the USA. That's why, in his first inaugural address, he famously told Americas, "The only thing we have to fear is fear itself." Let's look at some of the ways fear undermines leadership.>
Destructive Effects of Fear >
1) Fear breeds more fear >
By avoiding what we're afraid of, our fear breeds lack of experience. In turn, inexperience breeds ignorance, which results in even more fear. It's a vicious, downward cycle.>
2) Inaction >
Fear paralyzes and immobilizes us. In the words of John F. Kennedy, "There are risks and costs to a program of action, but they are far less than the long range risks and costs of comfortable inaction.">
3) Divided thinking >
Fear removes focus from a person's life. Like worry, fear divides the mind and prevents concentrated thinking. >
4) Isolation >
We withdraw from others in an effort not to have our fears exposed. As Michael Pritchard said, "Fear is that little darkroom where negatives are developed." >
5) Procrastination >
We delay what we're scared to do. In my opinion, the only person worse than a quitter is the person afraid to begin.>
6) Misused energy >
Fear is the energy to do your worst in a new situation. I compare fear to gunning the engine when your car is in neutral. You're making lots of noise, but there's no accomplishment.>
Three Responses to Fear
1) We Can Avoid Fears
2) We Can Wait for Fear to Magically Disappear
3) We Can Face Our Fears and Overcome Them >
Of course, there's only one healthy response to fear-facing it courageously. Fear undercuts personal dynamism. Instead of self-confidently emitting enthusiasm, fear causes charisma to erode and gradually robs a leader of influence. >
How to Constructively Face Fear
1) Discover the foundation of fear.>
Fear usually resides in feelings rather than facts. Drill down into your emotions to figure out the basis of your fears.>
2) Admit your fears >
We never help people by trying to cover up our failures. Admit them and realize you'll make them. Something about owning up to our failures helps us deal with the fear of making them. >
3) Accept fear as the price of progress. >
We have the terrible idea that we can eventually rid ourselves of fear. However, if you want to grow, then you will encounter fears the rest of your life. The good news: each victory over fear adds to your confidence and helps you to overcome fear again in the future. >
4) Develop a burning desire within you. >
Get red hot. Desire propels you to go where you're afraid to go and to do what you're scared to do. >
5) Focus on what you can control. >
For example, I can control my attitude, but I can't control the actions of others. I can control my calendar, but I can't control life circumstances. Remember: it's not what happens to you, but what happens in you that counts. >
6) Feed the right emotion and starve the wrong one. >
We have both fear and courage within ourselves. Here's what I've learned: you cannot purge either one. However, you can weaken the emotion of fear by starving it. Whichever impulse we feed dominates. When we feel fear, but act anyway, we deprive fear of nourishment and strengthen the impulse of courage inside of us. >
CLOSING
I'll close with a quote from FDR's wife, Eleanor Roosevelt, a fantastic leader in her own right. >
"You gain strength, courage, and confidence by every experience in which you really stop to look fear in the face. You are able to say to yourself, ‘I lived through this horror. I can take the next thing that comes along.' The danger lies in refusing to face the fear, in not daring to come to grips with it. If you fail anywhere along the line, it will take away your confidence. You must make yourself succeed every time. You must do the thing you think you cannot do." >
About
Dr. John C. Maxwell
John C. Maxwell is an internationally recognized leadership expert, speaker, and author who has sold over 16 million books. EQUIP, the organization he founded has trained more than 2 million leaders worldwide. Every year he speaks to Fortune 500 companies, international government leaders, and audiences as diverse as the United States Military Academy at West Point, the National Football League, and ambassadors at the United Nations. A New York Times, Wall Street Journal, and Business Week best-selling author, Maxwell was named the World's Top Leadership Guru by Leadershipgurus.net. He was also one of only 25 authors and artists named to Amazon.com's 10th Anniversary Hall of Fame. Three of his books, The 21 Irrefutable Laws of Leadership, Developing the Leader Within You, and The 21 Indispensable Qualities of a Leader have each sold over a million copies.>
Susan Jeffers
Few people have helped change as many lives as much-loved author and leading self-help authority Susan Jeffers, Ph.D., who first captured the world's heart with her acclaimed book Feel the Fear and Do It Anyway.
Sales of Susan's numerous best-selling works are in the millions, reaching more than 100 countries and translated into over 35 languages. A renowned workshop leader and celebrated speaker, Susan has appeared on Oprah, Montel, the Michael Jackson Show and many other radio and television shows both nationally and internationally.
Susan is particularly known for her teachings on overcoming fear, healing relationships, and moving forward in life with self-confidence, joy and love. Filled with practical tools, sensitivity, humor and wisdom, Susan's 17 titles to-date include Feel the Fear and Beyond, End the Struggle and Dance with Life, Embracing Uncertainty, Opening Our Hearts to Men, The Little Book of Confidence, The Little Book of Peace of Mind, I Can Handle It! (a manual for young children) and Life is Huge! Susan has also authored a Fear-less series of affirmation books and tapes. You can learn more about her on her website at susanjeffers.com.>
"This article is used by permission from Leadership Wired, GiANT Impact's premiere leadership newsletter, available for free subscription at www.giantimpact.com."
Read Original article: http://www.giantimpact.com/articles/read/article_feel_the_fear_and_do_it_anyway/
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Giant Impact - John Maxwell >
By Dr. John C. Maxwell
Used with permission of Susan Jeffers, Ph.D>
Feel the Fear and Do It Anyway® >
By Dr. John C. MaxwellUsed with permission of Susan Jeffers, Ph.D.Franklin Delano Roosevelt was born into wealth and prestige, and as a young Harvard graduate, he seemed destined for success. By the age of 30 he was elected as a state senator, and a few years later he was appointed as Assistant Secretary of the Navy.>
However, shortly before Roosevelt turned 40, tragedy struck when he contracted polio. It's hard to imagine the fear he must have felt upon suddenly losing motion in his arms and legs. FDR could have let the fear of living with polio debilitate him, but he rose above it. Through therapy, he regained the use of his hands, and he learned to walk with braces. Eight years later he became Governor of New York, and he was eventually elected President of the United States.>
Interestingly enough, when Roosevelt became President, the American nation was paralyzed. How appropriate that a person who had personally conquered fear would lead a nation filled with fear. In steering the country through the Great Depression and World War II, FDR put his stamp on society and gained notoriety as one of the greatest American leaders of the 20th century. >
Facts about Fear >
1) Every generation experiences fear. >
In the past 100 years alone, Americans have felt the fears of World War I, the Great Depression, World War II, the prospects of nuclear war with the Soviet empire, international terrorism, and the present financial recession. Our fears change with the time in which we live, but every generation has fears. >
2) Every individual has fears. >
Each person has something they're afraid of. Commonly held phobias include public speaking, sickness, insects, heights, loneliness, or financial problems. Leaders aren't immune to fear, either. Peter the Great trembled and wept whenever he had to cross a bridge. Julius Caesar was terrified by thunder and would hide in a cave during severe storms. >
3) Fear is destructive >
Upon taking office, FDR saw the crippling effects of fear creeping across the USA. That's why, in his first inaugural address, he famously told Americas, "The only thing we have to fear is fear itself." Let's look at some of the ways fear undermines leadership.>
Destructive Effects of Fear >
1) Fear breeds more fear >
By avoiding what we're afraid of, our fear breeds lack of experience. In turn, inexperience breeds ignorance, which results in even more fear. It's a vicious, downward cycle.>
2) Inaction >
Fear paralyzes and immobilizes us. In the words of John F. Kennedy, "There are risks and costs to a program of action, but they are far less than the long range risks and costs of comfortable inaction.">
3) Divided thinking >
Fear removes focus from a person's life. Like worry, fear divides the mind and prevents concentrated thinking. >
4) Isolation >
We withdraw from others in an effort not to have our fears exposed. As Michael Pritchard said, "Fear is that little darkroom where negatives are developed." >
5) Procrastination >
We delay what we're scared to do. In my opinion, the only person worse than a quitter is the person afraid to begin.>
6) Misused energy >
Fear is the energy to do your worst in a new situation. I compare fear to gunning the engine when your car is in neutral. You're making lots of noise, but there's no accomplishment.>
Three Responses to Fear
1) We Can Avoid Fears
2) We Can Wait for Fear to Magically Disappear
3) We Can Face Our Fears and Overcome Them >
Of course, there's only one healthy response to fear-facing it courageously. Fear undercuts personal dynamism. Instead of self-confidently emitting enthusiasm, fear causes charisma to erode and gradually robs a leader of influence. >
How to Constructively Face Fear
1) Discover the foundation of fear.>
Fear usually resides in feelings rather than facts. Drill down into your emotions to figure out the basis of your fears.>
2) Admit your fears >
We never help people by trying to cover up our failures. Admit them and realize you'll make them. Something about owning up to our failures helps us deal with the fear of making them. >
3) Accept fear as the price of progress. >
We have the terrible idea that we can eventually rid ourselves of fear. However, if you want to grow, then you will encounter fears the rest of your life. The good news: each victory over fear adds to your confidence and helps you to overcome fear again in the future. >
4) Develop a burning desire within you. >
Get red hot. Desire propels you to go where you're afraid to go and to do what you're scared to do. >
5) Focus on what you can control. >
For example, I can control my attitude, but I can't control the actions of others. I can control my calendar, but I can't control life circumstances. Remember: it's not what happens to you, but what happens in you that counts. >
6) Feed the right emotion and starve the wrong one. >
We have both fear and courage within ourselves. Here's what I've learned: you cannot purge either one. However, you can weaken the emotion of fear by starving it. Whichever impulse we feed dominates. When we feel fear, but act anyway, we deprive fear of nourishment and strengthen the impulse of courage inside of us. >
CLOSING
I'll close with a quote from FDR's wife, Eleanor Roosevelt, a fantastic leader in her own right. >
"You gain strength, courage, and confidence by every experience in which you really stop to look fear in the face. You are able to say to yourself, ‘I lived through this horror. I can take the next thing that comes along.' The danger lies in refusing to face the fear, in not daring to come to grips with it. If you fail anywhere along the line, it will take away your confidence. You must make yourself succeed every time. You must do the thing you think you cannot do." >
About
Dr. John C. Maxwell
John C. Maxwell is an internationally recognized leadership expert, speaker, and author who has sold over 16 million books. EQUIP, the organization he founded has trained more than 2 million leaders worldwide. Every year he speaks to Fortune 500 companies, international government leaders, and audiences as diverse as the United States Military Academy at West Point, the National Football League, and ambassadors at the United Nations. A New York Times, Wall Street Journal, and Business Week best-selling author, Maxwell was named the World's Top Leadership Guru by Leadershipgurus.net. He was also one of only 25 authors and artists named to Amazon.com's 10th Anniversary Hall of Fame. Three of his books, The 21 Irrefutable Laws of Leadership, Developing the Leader Within You, and The 21 Indispensable Qualities of a Leader have each sold over a million copies.>
Susan Jeffers
Few people have helped change as many lives as much-loved author and leading self-help authority Susan Jeffers, Ph.D., who first captured the world's heart with her acclaimed book Feel the Fear and Do It Anyway.
Sales of Susan's numerous best-selling works are in the millions, reaching more than 100 countries and translated into over 35 languages. A renowned workshop leader and celebrated speaker, Susan has appeared on Oprah, Montel, the Michael Jackson Show and many other radio and television shows both nationally and internationally.
Susan is particularly known for her teachings on overcoming fear, healing relationships, and moving forward in life with self-confidence, joy and love. Filled with practical tools, sensitivity, humor and wisdom, Susan's 17 titles to-date include Feel the Fear and Beyond, End the Struggle and Dance with Life, Embracing Uncertainty, Opening Our Hearts to Men, The Little Book of Confidence, The Little Book of Peace of Mind, I Can Handle It! (a manual for young children) and Life is Huge! Susan has also authored a Fear-less series of affirmation books and tapes. You can learn more about her on her website at susanjeffers.com.>
"This article is used by permission from Leadership Wired, GiANT Impact's premiere leadership newsletter, available for free subscription at www.giantimpact.com."
Read Original article: http://www.giantimpact.com/articles/read/article_feel_the_fear_and_do_it_anyway/
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Wednesday, August 12, 2009
The 'New' Sexual Harassment - Forbes.com
The 'New' Sexual Harassment - Forbes.com
Leadership
The 'New' Sexual Harassment
Kiri Blakeley, 08.06.09, 06:00 PM EDT
Sexual harassment isn't about being chased around the desk anymore. It's about flirtation, subtle power plays, retaliation and, of course, text messages.
Read full article: http://www.forbes.com/2009/08/06/sexual-harassment-office-forbes-woman-leadership-affairs.html?partner=executive_picks_newsletter
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Leadership
The 'New' Sexual Harassment
Kiri Blakeley, 08.06.09, 06:00 PM EDT
Sexual harassment isn't about being chased around the desk anymore. It's about flirtation, subtle power plays, retaliation and, of course, text messages.
Read full article: http://www.forbes.com/2009/08/06/sexual-harassment-office-forbes-woman-leadership-affairs.html?partner=executive_picks_newsletter
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Study Finds Lack of Qualified Managers and Employees Who Aspire To Be Managers
Study Finds Lack of Qualified Managers and Employees Who Aspire To Be Managers
WorldatWorkNewsline
Study Finds Lack of Qualified Managers and Employees Who Aspire To Be Managers >
July 30, 2009 —
Just over half of employees believe there are not enough qualified managers in their organizations, according to an annual survey. >
The 10th annual World of Work survey from Randstad found that 45% of respondents believe there is going to be a shortage of qualified managers in the future; and that finding and preparing the next generation of managers is emerging as one of the most critical issues companies will face in the near future.>
The survey examined the causes of the potential lack of managers and found:>
- 49% of those with the experience to become managers don’t want any part of it
- 50% of Baby Boomers (age 45-63) and nearly 70% of Matures (age 64+) said no to the prospect of becoming managers. - Increased stress is the No. 1 reason for 82% of employees surveyed.
- Generation Y (age 18-29) cited handling disgruntled employees as their No. 1 reason.
- Other reasons why employees of all ages don’t want to become managers include having to deal with increasing paperwork (63%) and having to terminate or layoff employees (63%). >
“To retain managers and head off a potential shortage, organizations need to rethink how they define and communicate managerial roles,” said Eileen Habelow, Randstad senior vice president of organizational development. “Especially in periods of economic recessions, companies rely on managers to problem solve, drive productivity and innovation, motivate and provide opportunities for workers to learn new skills and achieve new successes. It’s not just doom and gloom that managers are focusing on today. Companies need to be sure they are consistently reiterating managers’ valuable contributions, not only to the company, but to the broader workforce.” >
The survey also found that more than half of employees surveyed believe the roles of managers need to change; 52% see a difference between the managers of today and what’s needed in the future. >
The survey asked employees what they think would be the attractive elements of management positions:>
- 89% of employees reported they would want to be a manager if they were able to share their knowledge and experience with others.
- 85% of surveyed employees cited both being responsible for the success of an organization and being able to influence decisions as other positives.
- being responsible for a budget (47%) and working in a high pressure environment (37%) ranked much lower. >
“The survey findings demonstrate that workers understand the importance of effective managers to the success of the organization given the new realities of the workplace. The world of work has changed, and employees are not only looking for a new standard of manager, but our survey indicates that they are actually looking for a new sort of role model as well,” Habelow said. >
In fact, according to the survey, only 29% of employees have a role model for their working life, but 99% rate role models with some degree of importance. Interestingly, survey results show only 25% think the importance of workplace role models has increased in the past few years. >
Abbreviated Survey Methodology This survey was conducted online within the United States from March 23 to April 15, 2009, among 2,199 employees and 833 managers. Harris Interactive panel members reflected the U.S. population of adults age 18+, employed full-time or self employed, and employers involved in decision making on strategic HR issues for at least six months. Data is weighted using propensity score weighting, a proprietary weighting technique that balances all of the characteristics (e.g., demographic, attitudinal, and behavioral) of online respondents in order to project the U.S. general population. >
Contents © 2009 WorldatWork. No part of this article may be reproduced, excerpted or redistributed in any form without express written permission from WorldatWork.>
Read Full Article: http://www.worldatwork.org/waw/adimComment?id=33719
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
WorldatWorkNewsline
Study Finds Lack of Qualified Managers and Employees Who Aspire To Be Managers >
July 30, 2009 —
Just over half of employees believe there are not enough qualified managers in their organizations, according to an annual survey. >
The 10th annual World of Work survey from Randstad found that 45% of respondents believe there is going to be a shortage of qualified managers in the future; and that finding and preparing the next generation of managers is emerging as one of the most critical issues companies will face in the near future.>
The survey examined the causes of the potential lack of managers and found:>
- 49% of those with the experience to become managers don’t want any part of it
- 50% of Baby Boomers (age 45-63) and nearly 70% of Matures (age 64+) said no to the prospect of becoming managers. - Increased stress is the No. 1 reason for 82% of employees surveyed.
- Generation Y (age 18-29) cited handling disgruntled employees as their No. 1 reason.
- Other reasons why employees of all ages don’t want to become managers include having to deal with increasing paperwork (63%) and having to terminate or layoff employees (63%). >
“To retain managers and head off a potential shortage, organizations need to rethink how they define and communicate managerial roles,” said Eileen Habelow, Randstad senior vice president of organizational development. “Especially in periods of economic recessions, companies rely on managers to problem solve, drive productivity and innovation, motivate and provide opportunities for workers to learn new skills and achieve new successes. It’s not just doom and gloom that managers are focusing on today. Companies need to be sure they are consistently reiterating managers’ valuable contributions, not only to the company, but to the broader workforce.” >
The survey also found that more than half of employees surveyed believe the roles of managers need to change; 52% see a difference between the managers of today and what’s needed in the future. >
The survey asked employees what they think would be the attractive elements of management positions:>
- 89% of employees reported they would want to be a manager if they were able to share their knowledge and experience with others.
- 85% of surveyed employees cited both being responsible for the success of an organization and being able to influence decisions as other positives.
- being responsible for a budget (47%) and working in a high pressure environment (37%) ranked much lower. >
“The survey findings demonstrate that workers understand the importance of effective managers to the success of the organization given the new realities of the workplace. The world of work has changed, and employees are not only looking for a new standard of manager, but our survey indicates that they are actually looking for a new sort of role model as well,” Habelow said. >
In fact, according to the survey, only 29% of employees have a role model for their working life, but 99% rate role models with some degree of importance. Interestingly, survey results show only 25% think the importance of workplace role models has increased in the past few years. >
Abbreviated Survey Methodology This survey was conducted online within the United States from March 23 to April 15, 2009, among 2,199 employees and 833 managers. Harris Interactive panel members reflected the U.S. population of adults age 18+, employed full-time or self employed, and employers involved in decision making on strategic HR issues for at least six months. Data is weighted using propensity score weighting, a proprietary weighting technique that balances all of the characteristics (e.g., demographic, attitudinal, and behavioral) of online respondents in order to project the U.S. general population. >
Contents © 2009 WorldatWork. No part of this article may be reproduced, excerpted or redistributed in any form without express written permission from WorldatWork.>
Read Full Article: http://www.worldatwork.org/waw/adimComment?id=33719
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Top 10 Major Metro Areas for Getting a Raise
Top 10 Major Metro Areas for Getting a Raise
WorldatWork.com
Top 10 Major Metro Areas for Getting a Raise
Aug. 4, 2009 — Washington, D.C. — WorldatWork announces its Top 10 List of Major Metro Areas for Getting a Raise in 2009.
The list is based on the results of the annual WorldatWork Salary Budget Survey, the largest survey of its kind with more than 2,600 respondents representing 16 million U.S. employees.
Washington, D.C., tops the list of U.S. major metro areas with a planned salary increase of 2.3% for middle performers in 2009. “The Washington, D.C., labor market is dynamic and competitive when it comes to attracting, motivating and retaining talent,” said Paul Rowson, managing director of the WorldatWork Washington Office and Conference Center. “Many organizations have chosen to locate here because of opportunities to do business with the federal government. With a projected 350,000 federal sector job openings in 2010, it’s easy to see why the Washington, D.C., labor market will continue to offer competitive compensation to keep top talent.”
Tampa and Boston rank second and third on the WorldatWork list. Both are awarding an average of 2.2% salary increases for middle performers, though more Tampa employers are planning to award raises this year: 79% compared to Boston’s 77%.
WorldatWork Top 10 Major Metro Areas for Getting a Raise in 2009*
Average Raise
% of companies giving raises
Washington, D.C.
2.30%
77%
Tampa
2.20%
79%
Boston
2.20%
77%
Philadelphia
2.10%
77%
Denver
2.10%
76%
Chicago
2.10%
76%
Cincinnati
2.10%
75%
Dallas
2.10%
75%
New York
2.10%
75%
Baltimore
2.10%
75%
*Based on average pay increases for middle performers, percentage of companies planning to award raises and percentage of employees in that metro area receiving a raise (not shown).
About the SurveyWorldatWork collected survey data in April 2009. Survey respondents are WorldatWork members employed in the HR, compensation and benefits departments of mostly large U.S. companies. The 25 largest metro areas were chosen based on several indexes, primarily population and employee base. A free Webinar to understand and apply the results will be held on Aug. 25 for HR practitioners involved in compensation.
Contents © 2009 WorldatWork. No part of this article may be reproduced, excerpted or redistributed in any form without express written permission from WorldatWork.
Read full Post: http://www.worldatwork.org/waw/adimComment?id=33836
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
WorldatWork.com
Top 10 Major Metro Areas for Getting a Raise
Aug. 4, 2009 — Washington, D.C. — WorldatWork announces its Top 10 List of Major Metro Areas for Getting a Raise in 2009.
The list is based on the results of the annual WorldatWork Salary Budget Survey, the largest survey of its kind with more than 2,600 respondents representing 16 million U.S. employees.
Washington, D.C., tops the list of U.S. major metro areas with a planned salary increase of 2.3% for middle performers in 2009. “The Washington, D.C., labor market is dynamic and competitive when it comes to attracting, motivating and retaining talent,” said Paul Rowson, managing director of the WorldatWork Washington Office and Conference Center. “Many organizations have chosen to locate here because of opportunities to do business with the federal government. With a projected 350,000 federal sector job openings in 2010, it’s easy to see why the Washington, D.C., labor market will continue to offer competitive compensation to keep top talent.”
Tampa and Boston rank second and third on the WorldatWork list. Both are awarding an average of 2.2% salary increases for middle performers, though more Tampa employers are planning to award raises this year: 79% compared to Boston’s 77%.
WorldatWork Top 10 Major Metro Areas for Getting a Raise in 2009*
Average Raise
% of companies giving raises
Washington, D.C.
2.30%
77%
Tampa
2.20%
79%
Boston
2.20%
77%
Philadelphia
2.10%
77%
Denver
2.10%
76%
Chicago
2.10%
76%
Cincinnati
2.10%
75%
Dallas
2.10%
75%
New York
2.10%
75%
Baltimore
2.10%
75%
*Based on average pay increases for middle performers, percentage of companies planning to award raises and percentage of employees in that metro area receiving a raise (not shown).
About the SurveyWorldatWork collected survey data in April 2009. Survey respondents are WorldatWork members employed in the HR, compensation and benefits departments of mostly large U.S. companies. The 25 largest metro areas were chosen based on several indexes, primarily population and employee base. A free Webinar to understand and apply the results will be held on Aug. 25 for HR practitioners involved in compensation.
Contents © 2009 WorldatWork. No part of this article may be reproduced, excerpted or redistributed in any form without express written permission from WorldatWork.
Read full Post: http://www.worldatwork.org/waw/adimComment?id=33836
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Sunday, August 9, 2009
Analysis: Bureau of Labor Statistics Report - August 2009
August 7, 2009>
To: MRINetwork Owners>
From: Seamus Kelleher, Director of PR and Internal Communications >
Re: Bureau of Labor Statistics Report (August 2009)>
The Bureau of Labor Statistics published its employment numbers for the month of July this morning. We asked Kitchen PR to put together a short summary and analysis of the numbers.>
An Analysis of Today's Bureau of Labor Statistics (BLS) Report >
The full report can be seen here: http://www.bls.gov/news.release/empsit.htm.>
In July, U.S. employment fell by a less than expected 247,000 jobs, according to the Labor Department this morning. Meanwhile, the unemployment rate fell from 9.5 to 9.4 percent, its first drop in almost a year. While there are figures underneath today's headlines that show a more mixed picture, a series of unexpectedly positive employment indicators, including steep decreases in unemployment claims yesterday, may be the jump-start that is needed to spur recently stalled consumer confidence.>
The unemployment rate for management, business, and financial operation occupations, remained relatively steady at 4.9 percent, up from 4.8 percent in June. The unemployment rate for other professional and related occupations, however, jumped from 5.1 to 6 percent after a similarly sized jump last month, most likely the result of new graduates entering the still stagnant job market.>
Yet, after the last eight months, stagnation is an improvement. Across all industries, losses were-compared to recent history-approaching flat, and some showed their first positive gains in months. Real estate leasing agencies added 300 jobs, scenic and sightseeing transportation firms added 800 jobs, gas stations added 500, while drug stores added 1,600 jobs. Accounting and bookkeeping firms added 4,000 employees to their ledgers and computer systems design related services positions increased by 7,900.>
Temporary staffing levels, often thought of as a harbinger of employers adding full-time staff, dropped by only 9,800 positions after losing more than 30,000 in June and more than 50,000 in April. The average workweek also increased by .1 to 33.1 hours, its first increase since last August. >
Job creation of course must still turn positive, and the economy must improve enough to absorb the millions of job losses and new entrants over the last 18 months. Yet, the effect of a decreasing unemployment rate on a population's psyche is hard to overemphasize. As those currently employed stop worrying as much about their jobs, a savings rate now topping 5 percent will start to fall, consumer spending will increase, and slowly, natural, un-stimulated growth will return.>
This email was sent by: Management Recruiters International1717 Arch Street, 36th Floor Philadelphia, PA 19103 USA
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
To: MRINetwork Owners>
From: Seamus Kelleher, Director of PR and Internal Communications >
Re: Bureau of Labor Statistics Report (August 2009)>
The Bureau of Labor Statistics published its employment numbers for the month of July this morning. We asked Kitchen PR to put together a short summary and analysis of the numbers.>
An Analysis of Today's Bureau of Labor Statistics (BLS) Report >
The full report can be seen here: http://www.bls.gov/news.release/empsit.htm.>
In July, U.S. employment fell by a less than expected 247,000 jobs, according to the Labor Department this morning. Meanwhile, the unemployment rate fell from 9.5 to 9.4 percent, its first drop in almost a year. While there are figures underneath today's headlines that show a more mixed picture, a series of unexpectedly positive employment indicators, including steep decreases in unemployment claims yesterday, may be the jump-start that is needed to spur recently stalled consumer confidence.>
The unemployment rate for management, business, and financial operation occupations, remained relatively steady at 4.9 percent, up from 4.8 percent in June. The unemployment rate for other professional and related occupations, however, jumped from 5.1 to 6 percent after a similarly sized jump last month, most likely the result of new graduates entering the still stagnant job market.>
Yet, after the last eight months, stagnation is an improvement. Across all industries, losses were-compared to recent history-approaching flat, and some showed their first positive gains in months. Real estate leasing agencies added 300 jobs, scenic and sightseeing transportation firms added 800 jobs, gas stations added 500, while drug stores added 1,600 jobs. Accounting and bookkeeping firms added 4,000 employees to their ledgers and computer systems design related services positions increased by 7,900.>
Temporary staffing levels, often thought of as a harbinger of employers adding full-time staff, dropped by only 9,800 positions after losing more than 30,000 in June and more than 50,000 in April. The average workweek also increased by .1 to 33.1 hours, its first increase since last August. >
Job creation of course must still turn positive, and the economy must improve enough to absorb the millions of job losses and new entrants over the last 18 months. Yet, the effect of a decreasing unemployment rate on a population's psyche is hard to overemphasize. As those currently employed stop worrying as much about their jobs, a savings rate now topping 5 percent will start to fall, consumer spending will increase, and slowly, natural, un-stimulated growth will return.>
This email was sent by: Management Recruiters International1717 Arch Street, 36th Floor Philadelphia, PA 19103 USA
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
"FInding Your Flow"
Work Life balance is still a myth for many people
Work Life balance is still a myth for many people
August 8, 9:34 AMWorcester ExaminerAjita Perera
Excerpts:
Flow... It’s about enjoying and finding meaning in what we do and doing what we enjoy and find meaningful. Flow refuels us.
From Wikipedia, the free encyclopedia:
" Flow is the mental state of operation in which the person is fully immersed
in what he or she is doing by a feeling of energized focus, full involvement,
and success in the process of the activity. Proposed by Mihály CsÃkszentmihályi, the positive psychology concept has been widely referenced across a variety of fields. Colloquial terms for this or similar mental states include: to be on the ball, in the zone, or in the groove.
(From Wikipedia, the free encyclopedia)
Says Dr Perschel, “When flow happens you are in a state of harmony. All the gears are engaged and synchronized. Work is effortless. A trial lawyer who loves to compete and win is in the flow when she prepares her case. Her heart pumps faster. Ideas just pop. After working 12 hours she has plenty of energy to care for her two young sons. A landscaper is in the flow when she presses the dirt firmly around the flowers and the scent of damp earth fills her nostrils. She goes home dirty but joyous and ready to engage with her family. When an architect is in the flow the building seems to draw itself.”
Read full article: http://www.examiner.com/x-1560-Worcester-Examiner~y2009m8d8-Work-Life-balance-is-still-a-myth-for-many-people
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Work Life balance is still a myth for many people
August 8, 9:34 AMWorcester ExaminerAjita Perera
Excerpts:
Flow... It’s about enjoying and finding meaning in what we do and doing what we enjoy and find meaningful. Flow refuels us.
From Wikipedia, the free encyclopedia:
" Flow is the mental state of operation in which the person is fully immersed
in what he or she is doing by a feeling of energized focus, full involvement,
and success in the process of the activity. Proposed by Mihály CsÃkszentmihályi, the positive psychology concept has been widely referenced across a variety of fields. Colloquial terms for this or similar mental states include: to be on the ball, in the zone, or in the groove.
(From Wikipedia, the free encyclopedia)
Says Dr Perschel, “When flow happens you are in a state of harmony. All the gears are engaged and synchronized. Work is effortless. A trial lawyer who loves to compete and win is in the flow when she prepares her case. Her heart pumps faster. Ideas just pop. After working 12 hours she has plenty of energy to care for her two young sons. A landscaper is in the flow when she presses the dirt firmly around the flowers and the scent of damp earth fills her nostrils. She goes home dirty but joyous and ready to engage with her family. When an architect is in the flow the building seems to draw itself.”
Read full article: http://www.examiner.com/x-1560-Worcester-Examiner~y2009m8d8-Work-Life-balance-is-still-a-myth-for-many-people
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Money matters more to satisfaction than happiness, according to results of global survey - American Psychological Association
Father-son team says positive gains can be made in 'psychological wealth'
Public release date: 8-Aug-2009
Contact: Audrey Hamiltonahamilton@apa.org 202-336-5706
American Psychological Association
Father-son team says positive gains can be made in 'psychological wealth'
Money matters more to satisfaction than happiness, according to results of global survey
Excerpts:
"Essentially, we have two forms of prosperity: economic and psychological," said Diener. "I don't know if one is better than the other. But what we've found is that while money may be able to make people lead more comfortable lives, it won't necessarily contribute to life's pleasant moments that come from engaging with people and activities rather than from material goods and luxuries."
Talking about the recent financial downturn, Biswas-Diener said it's this kind of "psychological wealth" that can help people get through the worst. Some scientifically proven coping methods include learning a new skill, meeting new people, using humor and prayer, and having supportive friends. "Adaptation to both good and bad events is part of our psychological wealth because it helps us to move forward in life," said Biswas-Diener.
Read full press release: http://www.eurekalert.org/pub_releases/2009-08/apa-fts073009.php
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Public release date: 8-Aug-2009
Contact: Audrey Hamiltonahamilton@apa.org 202-336-5706
American Psychological Association
Father-son team says positive gains can be made in 'psychological wealth'
Money matters more to satisfaction than happiness, according to results of global survey
Excerpts:
"Essentially, we have two forms of prosperity: economic and psychological," said Diener. "I don't know if one is better than the other. But what we've found is that while money may be able to make people lead more comfortable lives, it won't necessarily contribute to life's pleasant moments that come from engaging with people and activities rather than from material goods and luxuries."
Talking about the recent financial downturn, Biswas-Diener said it's this kind of "psychological wealth" that can help people get through the worst. Some scientifically proven coping methods include learning a new skill, meeting new people, using humor and prayer, and having supportive friends. "Adaptation to both good and bad events is part of our psychological wealth because it helps us to move forward in life," said Biswas-Diener.
Read full press release: http://www.eurekalert.org/pub_releases/2009-08/apa-fts073009.php
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Saturday, August 8, 2009
If You Had a Blind Spot Would You Want to Know About It?
Management Communications Systems
http://www.mcscllc.com/aboutus/
MCS Newsletter August 2009 >
If You Had a Blind Spot Would You Want to Know About It? >
By Charlie Sheppard >
A long time ago one of my consultants showed me a useful tool called the "Johari's Window." The window, a square with four quadrants, is a self-awareness tool. The first quadrant represents open area—the things you know about yourself and others know about you. The second quadrant represents your blind spots—things others know about you that you don't know yourself. The third section represents the hidden area—things you know about yourself that you have not disclosed to others. And the fourth quadrant represents the unknown area—things neither you nor others know about you.>
There are times when I fail to consider that there are things others see in me, that I can't see in myself. Sometimes these things are limiting characteristics. Blind spots may include things as simple as non-verbal characteristics, such as lack of eye contact, or more serious behaviors like being judgmental or offering a condescending look to go along with my comments. >
A blind spot can affect your life without you even noticing. A blind spot refers to a pattern of behaving, thinking, or feeling that is often out of your awareness. A blind spot can have a negative influence on your life and can affect your relationships with the people close to you. If not corrected or noticed at the right time, a blind spot has the ability to hinder relationships or even damage a friendship. >
Breaking the Cycle
The first step in ridding yourself of blind spots is to invite feedback. Your powers of self-perception only go so far. People around you notice things which you don’t and you might learn from their input. Offering feedback is risky to a relationship, and most team members would rather not attempt it. But your close colleagues aren't doing you any favors by ignoring your less than pleasing characteristics. Most people ask “Do you have any feedback for me?” and the common response is “No”. The better way to ask for feedback is to say “What feedback do you have for me? This helps the individual provide you with something useful. When I only receive positive feedback, I often ask the person to give me feedback on what I was missing or what I may of done that was ineffective. This is an excellent way to make sure there are no issues being left unsaid.>
To make sure you get feedback in the future, you want to say an immediate “Thank you.” Recognize the courage it took to for them to give you the feedback and consider it a sincere gift intended to help you grow. Make your thank you short, but something you can say sincerely, such as "You've really given me something to think about, thanks." Never tell the other person why their feedback is wrong and inaccurate. Arguing, justifying your position, or denial are all powerful negative emotions, making sure your blind spots will stay in place forever. Force yourself to listen and consider their perspectives, you may find behaviors and attitudes in need of correction.>
Once a Blind Spot Has Been Revealed, Take Action and Change
Once you know about a pattern you have to apply the knowledge with groups and team members so use the awareness of the blind spot as a catalyst for new behaviors.>
1. Be accountable about the pattern. Openly discuss the desired area for development. Ask for specific suggestions that can help ensure your improvement in targeted areas for change as well as general suggestions that can help you on your journey to become a more effective leader. >
2. Sincerely apologize for any mistakes that you may have made in the past and make a future promise to improve.>
3. Personally commit to making an effort in these areas you’re learning about. Make sure you are making a realistic commitment. Make a 'good faith' effort to do the best you can to improve. >
4. Ask for their continued support. Let them know that you plan to follow-up and get ongoing ideas and suggestions. >
5. Notice when you are aware of the old blind spot and acknowledge to yourself when you choose a new or different behavior. >
It’s a challenge to be confronted with limitations. But I've discovered feedback warranted or not can be a catalyst for change. >
Charlie Sheppard: csheppard@mcscllc.net
Management Communications System: www.mcsllc.net
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
http://www.mcscllc.com/aboutus/
MCS Newsletter August 2009 >
If You Had a Blind Spot Would You Want to Know About It? >
By Charlie Sheppard >
A long time ago one of my consultants showed me a useful tool called the "Johari's Window." The window, a square with four quadrants, is a self-awareness tool. The first quadrant represents open area—the things you know about yourself and others know about you. The second quadrant represents your blind spots—things others know about you that you don't know yourself. The third section represents the hidden area—things you know about yourself that you have not disclosed to others. And the fourth quadrant represents the unknown area—things neither you nor others know about you.>
There are times when I fail to consider that there are things others see in me, that I can't see in myself. Sometimes these things are limiting characteristics. Blind spots may include things as simple as non-verbal characteristics, such as lack of eye contact, or more serious behaviors like being judgmental or offering a condescending look to go along with my comments. >
A blind spot can affect your life without you even noticing. A blind spot refers to a pattern of behaving, thinking, or feeling that is often out of your awareness. A blind spot can have a negative influence on your life and can affect your relationships with the people close to you. If not corrected or noticed at the right time, a blind spot has the ability to hinder relationships or even damage a friendship. >
Breaking the Cycle
The first step in ridding yourself of blind spots is to invite feedback. Your powers of self-perception only go so far. People around you notice things which you don’t and you might learn from their input. Offering feedback is risky to a relationship, and most team members would rather not attempt it. But your close colleagues aren't doing you any favors by ignoring your less than pleasing characteristics. Most people ask “Do you have any feedback for me?” and the common response is “No”. The better way to ask for feedback is to say “What feedback do you have for me? This helps the individual provide you with something useful. When I only receive positive feedback, I often ask the person to give me feedback on what I was missing or what I may of done that was ineffective. This is an excellent way to make sure there are no issues being left unsaid.>
To make sure you get feedback in the future, you want to say an immediate “Thank you.” Recognize the courage it took to for them to give you the feedback and consider it a sincere gift intended to help you grow. Make your thank you short, but something you can say sincerely, such as "You've really given me something to think about, thanks." Never tell the other person why their feedback is wrong and inaccurate. Arguing, justifying your position, or denial are all powerful negative emotions, making sure your blind spots will stay in place forever. Force yourself to listen and consider their perspectives, you may find behaviors and attitudes in need of correction.>
Once a Blind Spot Has Been Revealed, Take Action and Change
Once you know about a pattern you have to apply the knowledge with groups and team members so use the awareness of the blind spot as a catalyst for new behaviors.>
1. Be accountable about the pattern. Openly discuss the desired area for development. Ask for specific suggestions that can help ensure your improvement in targeted areas for change as well as general suggestions that can help you on your journey to become a more effective leader. >
2. Sincerely apologize for any mistakes that you may have made in the past and make a future promise to improve.>
3. Personally commit to making an effort in these areas you’re learning about. Make sure you are making a realistic commitment. Make a 'good faith' effort to do the best you can to improve. >
4. Ask for their continued support. Let them know that you plan to follow-up and get ongoing ideas and suggestions. >
5. Notice when you are aware of the old blind spot and acknowledge to yourself when you choose a new or different behavior. >
It’s a challenge to be confronted with limitations. But I've discovered feedback warranted or not can be a catalyst for change. >
Charlie Sheppard: csheppard@mcscllc.net
Management Communications System: www.mcsllc.net
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Thursday, August 6, 2009
Articles About Influence and Persuasion Science and Practice
Articles About Influence and Persuasion Science and Practice
Inside Influence Report
Ensure Your Influence Takes The Center Stage
By Steve Martin CMCT
Excerpts:
So if you are looking to generate new thinking and ideas in the boardroom the advice seems to be mix up seating arrangements from meeting to meeting. However when persuading people to choose from a range of available products or services, this research suggests that physically displaying your most popular options in the middle of your offerings can be an effective thing to do. In fact, honestly pointing out that your middle-placed option is also your most popular one should give your message extra traction and ensure that your influence becomes the strongest rather than The Weakest Link.
Read full article: http://www.insideinfluence.com/article.html
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Inside Influence Report
Ensure Your Influence Takes The Center Stage
By Steve Martin CMCT
Excerpts:
So if you are looking to generate new thinking and ideas in the boardroom the advice seems to be mix up seating arrangements from meeting to meeting. However when persuading people to choose from a range of available products or services, this research suggests that physically displaying your most popular options in the middle of your offerings can be an effective thing to do. In fact, honestly pointing out that your middle-placed option is also your most popular one should give your message extra traction and ensure that your influence becomes the strongest rather than The Weakest Link.
Read full article: http://www.insideinfluence.com/article.html
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Leadership - Six Months into the Job: How Successful Is the President's Leadership Style? - Knowledge@Wharton
http://knowledge.wharton.upenn.edu/article.cfm?articleid=2308
Knowledge@Wharton Leadership and Change Research Article
http://knowledge.wharton.upenn.edu/mobile/article.cfm?articleid=2308
Six Months into the Job: How Successful Is the President's Leadership Style?
Published: August 05, 2009 in Knowledge@Wharton
Read full article: http://knowledge.wharton.upenn.edu/article.cfm?articleid=2308
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Knowledge@Wharton Leadership and Change Research Article
http://knowledge.wharton.upenn.edu/mobile/article.cfm?articleid=2308
Six Months into the Job: How Successful Is the President's Leadership Style?
Published: August 05, 2009 in Knowledge@Wharton
Read full article: http://knowledge.wharton.upenn.edu/article.cfm?articleid=2308
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Investors Reward Guidance, Even if News Is Bad - Capital Markets - CFO.com
Investors Reward Guidance, Even if News Is Bad - Capital Markets - CFO.com
Investors Reward Guidance, Even if News Is Bad
Companies that provided early warnings when they expected to miss an estimate enjoyed better returns than those that failed to announce an earnings miss beforehand, a new study finds.
Kate O'Sullivan - CFO.com US
July 30, 2009
Excerpts:
a new study from investor-relations firm Sharon Merrill Associates and research firm eventVestor finds that companies that provide earnings guidance and preannounce earnings surprises realize superior stock-price performance compared with firms that don't provide such communications.
The study, which analyzed stock-price returns for the S&P 500 and the Russell 1,000 in the 10 trading days before and 20 trading days after preannouncements and earnings announcements during the first quarter of 2009, found that companies that provided guidance performed better than those that did not, even when their actual earnings missed analysts' estimates. When they exceeded analysts' expectations, they outperformed other companies that also did better than expected but did not provide guidance.
Those that provided early warnings when they expected missed estimates experienced better returns than companies that failed to preannounce an earnings miss. "We were very surprised by that finding," says Maureen Wolff-Reid, president and partner at Sharon Merrill, adding that many executives think their companies will be punished twice for coming out with an early report that they are going to miss analysts' targets: once with a decline on the day of the announcement and again when they formally release the full quarterly results. "Because the first quarter was a pretty negative quarter, it could be that investors thought results were going to be a lot worse," she says. "Getting the information out there right away put a floor in for people." Sharon Merrill's analysis also revealed that companies that promptly followed a quarterly earnings miss with a downward adjustment to their annual guidance performed better than those that let their annual number stand despite a disappointing quarter.
Read full article: http://www.cfo.com/article.cfm/14154582/c_2984367?f=JacobsExecutiveAdvisors
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Investors Reward Guidance, Even if News Is Bad
Companies that provided early warnings when they expected to miss an estimate enjoyed better returns than those that failed to announce an earnings miss beforehand, a new study finds.
Kate O'Sullivan - CFO.com US
July 30, 2009
Excerpts:
a new study from investor-relations firm Sharon Merrill Associates and research firm eventVestor finds that companies that provide earnings guidance and preannounce earnings surprises realize superior stock-price performance compared with firms that don't provide such communications.
The study, which analyzed stock-price returns for the S&P 500 and the Russell 1,000 in the 10 trading days before and 20 trading days after preannouncements and earnings announcements during the first quarter of 2009, found that companies that provided guidance performed better than those that did not, even when their actual earnings missed analysts' estimates. When they exceeded analysts' expectations, they outperformed other companies that also did better than expected but did not provide guidance.
Those that provided early warnings when they expected missed estimates experienced better returns than companies that failed to preannounce an earnings miss. "We were very surprised by that finding," says Maureen Wolff-Reid, president and partner at Sharon Merrill, adding that many executives think their companies will be punished twice for coming out with an early report that they are going to miss analysts' targets: once with a decline on the day of the announcement and again when they formally release the full quarterly results. "Because the first quarter was a pretty negative quarter, it could be that investors thought results were going to be a lot worse," she says. "Getting the information out there right away put a floor in for people." Sharon Merrill's analysis also revealed that companies that promptly followed a quarterly earnings miss with a downward adjustment to their annual guidance performed better than those that let their annual number stand despite a disappointing quarter.
Read full article: http://www.cfo.com/article.cfm/14154582/c_2984367?f=JacobsExecutiveAdvisors
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Wednesday, August 5, 2009
Insurers Turning Corner In Recession, Analyst Says
Insurers Turning Corner In Recession, Analyst Says
Excerpts:
Insurers Turning Corner In Recession, Analyst Says >
By ROBERT REGIS HYLE >
Published 8/3/2009 >
Excerpts:
Insurers may be turning the corner in this struggling economy as we enter the second half of the year, one of the industry’s top technology analysts says. “What we see in the results of our second quarter study is the consensus seems to be the worst is over,” according to Craig Weber, senior vice president for the insurance practice with Celent.>
Indeed, there is a good deal of evidence emerging the recession may be behind insurers, and some of the market performance issues are definitely turning in the right direction, he observed.>
“How fast we get back, if ever, to the kinds of performance we saw three or four years ago is not exactly clear, but I think we have basically turned the corner,” according to Mr. Weber. >
He was one of three industry analysts taking part in a webinar last week on “State of the Market: Where We Are, Where We’re Going,” run by Tech Decisions--part of Summit Business Media’s Property and Casualty Magazine Group, which includes National Underwriter
Read full Article: http://www.property-casualty.com/News/2009/8/Pages/Insurers-Turning-Corner-In-Recession-Analyst-Says.aspx
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Excerpts:
Insurers Turning Corner In Recession, Analyst Says >
By ROBERT REGIS HYLE >
Published 8/3/2009 >
Excerpts:
Insurers may be turning the corner in this struggling economy as we enter the second half of the year, one of the industry’s top technology analysts says. “What we see in the results of our second quarter study is the consensus seems to be the worst is over,” according to Craig Weber, senior vice president for the insurance practice with Celent.>
Indeed, there is a good deal of evidence emerging the recession may be behind insurers, and some of the market performance issues are definitely turning in the right direction, he observed.>
“How fast we get back, if ever, to the kinds of performance we saw three or four years ago is not exactly clear, but I think we have basically turned the corner,” according to Mr. Weber. >
He was one of three industry analysts taking part in a webinar last week on “State of the Market: Where We Are, Where We’re Going,” run by Tech Decisions--part of Summit Business Media’s Property and Casualty Magazine Group, which includes National Underwriter
Read full Article: http://www.property-casualty.com/News/2009/8/Pages/Insurers-Turning-Corner-In-Recession-Analyst-Says.aspx
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
The Recession’s Long Tail - Positive News - MRINetworkFirst Friday Preview
MRINetworkFirst Friday Preview
Volume 3 Issue 8Auguest 2009 >
UNITED STATES>
The Recession’s Long Tail >
In the last few weeks, an anonymous donor sponsored more than 1,000 billboards across the country sporting messages like “An interesting fact about recessions ... they end.” >
It is a simple statement that is being reported more and more every day. In July, Lawrence Summers, the director of the White House’s National Economic Council said to Congress, quite plainly, that we have stepped back from “the abyss.” >
The Economic Cycle Research Institute has said that the leading indicators are showing a pronounced, pervasive, and prolonged rise, suggesting that the beginning of a recovery is imminent. >
Macroeconomic Advisors, another leading economics firm, is predicting 2.9 percent economic growth in the current quarter and that the official end of the recession already took place in the second quarter. >
The Federal Reserve’s Beige Book from July 29 showed signs of bright spots for technology, military products, and pharmaceuticals throughout the country. New York, Philadelphia, and Atlanta all cited positive near-term outlooks for manufacturing as well. Boston, Kansas City and San Francisco experienced either flat or modestly increased consumer spending. >
In the most reassuring sign yet, GDP contraction in the second quarter slowed from 6.4 percent to 1 percent. >
So, it’s all good. Soon, the economy will be humming along again, and the recession will be a distant memory. Right? >
“After the dot-com bubble, communications firms stopped hiring for almost a year, if not more,” says Greg Dubas, vice president of Management Recruiters of Union County. “Seven, eight years later we still see that gap in experience. Some younger people have stepped up, but if you look at the amount of available talent, you can still very distinctly see the impact of hiring freezes almost a decade later.” >
Such talent gaps, referred to as doughnut holes, crop up in various industries as there is a temporary loss of interest in a career or, as in the dot-com bubble burst, employers instate hiring freezes. In the long-term, these doughnut holes are difficult to overcome. >
“The only way to quickly create someone with eight years of experience in a field is to start with someone who already has seven years,” says Dubas “So, once a doughnut hole forms it will remain in the workforce until that class of workers starts retiring.” >
“We’re coming out of one of the most pervasive hiring slumps in a generation, and few industries were unaffected,” says Tony McKinnon, president of MRINetwork. “To the class of 2025 the credit crisis of ’08 will sound as foreign as the oil crisis of the 1970s seems to graduates today. For workforce managers, though, finding talent that got their start in this period will be an uphill battle for years to come.” >
Those reaching the first rung on the corporate ladder in the coming years will have an opportunity to step up, excel and advance more rapidly to fill in the gap, but it will remain. >
Employers can take a lesson from industries that had to tackle doughnut holes in the past. Engineering, accounting and hospital nursing departments have all suffered from their own talent gaps, and in response, have long been some of the most frequent users of contract staffing. >
“By bringing in contract staff, people can hit the ground running to fill a gap, while internal candidates are groomed for the role more permanently,” says McKinnon. “No one wants to get demoted, or denied a promotion because there is no one to take their spot. Contract staff, though, can plug that hole, making sure the work gets done, but without causing bruised egos when those staffers are no longer needed.” >
“We’re kind of like a ship on the other side of the storm right now,” notes McKinnon. “We’ve made it through, but there are going to be some holes to attend to for awhile.” >
Provided by MRINetwork www.MRINetwork.com Edited by Sean Muir (212) 687-8999 smuir@KitchenPR.com >
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Volume 3 Issue 8Auguest 2009 >
UNITED STATES>
The Recession’s Long Tail >
In the last few weeks, an anonymous donor sponsored more than 1,000 billboards across the country sporting messages like “An interesting fact about recessions ... they end.” >
It is a simple statement that is being reported more and more every day. In July, Lawrence Summers, the director of the White House’s National Economic Council said to Congress, quite plainly, that we have stepped back from “the abyss.” >
The Economic Cycle Research Institute has said that the leading indicators are showing a pronounced, pervasive, and prolonged rise, suggesting that the beginning of a recovery is imminent. >
Macroeconomic Advisors, another leading economics firm, is predicting 2.9 percent economic growth in the current quarter and that the official end of the recession already took place in the second quarter. >
The Federal Reserve’s Beige Book from July 29 showed signs of bright spots for technology, military products, and pharmaceuticals throughout the country. New York, Philadelphia, and Atlanta all cited positive near-term outlooks for manufacturing as well. Boston, Kansas City and San Francisco experienced either flat or modestly increased consumer spending. >
In the most reassuring sign yet, GDP contraction in the second quarter slowed from 6.4 percent to 1 percent. >
So, it’s all good. Soon, the economy will be humming along again, and the recession will be a distant memory. Right? >
“After the dot-com bubble, communications firms stopped hiring for almost a year, if not more,” says Greg Dubas, vice president of Management Recruiters of Union County. “Seven, eight years later we still see that gap in experience. Some younger people have stepped up, but if you look at the amount of available talent, you can still very distinctly see the impact of hiring freezes almost a decade later.” >
Such talent gaps, referred to as doughnut holes, crop up in various industries as there is a temporary loss of interest in a career or, as in the dot-com bubble burst, employers instate hiring freezes. In the long-term, these doughnut holes are difficult to overcome. >
“The only way to quickly create someone with eight years of experience in a field is to start with someone who already has seven years,” says Dubas “So, once a doughnut hole forms it will remain in the workforce until that class of workers starts retiring.” >
“We’re coming out of one of the most pervasive hiring slumps in a generation, and few industries were unaffected,” says Tony McKinnon, president of MRINetwork. “To the class of 2025 the credit crisis of ’08 will sound as foreign as the oil crisis of the 1970s seems to graduates today. For workforce managers, though, finding talent that got their start in this period will be an uphill battle for years to come.” >
Those reaching the first rung on the corporate ladder in the coming years will have an opportunity to step up, excel and advance more rapidly to fill in the gap, but it will remain. >
Employers can take a lesson from industries that had to tackle doughnut holes in the past. Engineering, accounting and hospital nursing departments have all suffered from their own talent gaps, and in response, have long been some of the most frequent users of contract staffing. >
“By bringing in contract staff, people can hit the ground running to fill a gap, while internal candidates are groomed for the role more permanently,” says McKinnon. “No one wants to get demoted, or denied a promotion because there is no one to take their spot. Contract staff, though, can plug that hole, making sure the work gets done, but without causing bruised egos when those staffers are no longer needed.” >
“We’re kind of like a ship on the other side of the storm right now,” notes McKinnon. “We’ve made it through, but there are going to be some holes to attend to for awhile.” >
Provided by MRINetwork www.MRINetwork.com Edited by Sean Muir (212) 687-8999 smuir@KitchenPR.com >
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Tuesday, August 4, 2009
How to Talk to Cupid | Psychology Today
How to Talk to Cupid Psychology Today
Cupid's Poisoned Arrow
Why does the honeymoon end--and what can we do?
by Marnia Robinson
August 3, 2009,
How to Talk to Cupid
Excerpts:
Hit by Cupid's arrow! It feels so good that you might seek a permanent bond, convinced that passion will keep you both quivering with ecstasy for a lifetime. Yet Cupid is a sneaky dude, or rather the biological agenda he personifies does not, in fact, promote enduring love.
Cupid's dart is but the first of a series of neurochemical impulses in a primitive part of your brain known as the limbic system. Your limbic system is so powerful, and efficiently wired, that it sometimes completely overwhelms your rational mind. Take its mating agenda, for example. Its goal is to urge you to (1) fall in love with reckless fireworks that propel sperm to egg, (2) bond long enough to fall in love with any kids so they have two caregivers, (3) get fed up with your mate, and (4) begin looking around for a new one. In short, it pushes you to fool around—whether you do or not. This improves the genetic variety of offspring, and the greater the variety, the better genes' chances of sailing into the future. Callous, but effective.
Read full article: http://www.psychologytoday.com/blog/cupids-poisoned-arrow/200908/how-talk-cupid
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Cupid's Poisoned Arrow
Why does the honeymoon end--and what can we do?
by Marnia Robinson
August 3, 2009,
How to Talk to Cupid
Excerpts:
Hit by Cupid's arrow! It feels so good that you might seek a permanent bond, convinced that passion will keep you both quivering with ecstasy for a lifetime. Yet Cupid is a sneaky dude, or rather the biological agenda he personifies does not, in fact, promote enduring love.
Cupid's dart is but the first of a series of neurochemical impulses in a primitive part of your brain known as the limbic system. Your limbic system is so powerful, and efficiently wired, that it sometimes completely overwhelms your rational mind. Take its mating agenda, for example. Its goal is to urge you to (1) fall in love with reckless fireworks that propel sperm to egg, (2) bond long enough to fall in love with any kids so they have two caregivers, (3) get fed up with your mate, and (4) begin looking around for a new one. In short, it pushes you to fool around—whether you do or not. This improves the genetic variety of offspring, and the greater the variety, the better genes' chances of sailing into the future. Callous, but effective.
Read full article: http://www.psychologytoday.com/blog/cupids-poisoned-arrow/200908/how-talk-cupid
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
The worry cure
The worry cure
Sunday, August 2, 2009Last updated 6:13 p.m. PT
By SUSAN CRANDELL
GOOD HOUSEKEEPING
Excerpts:
I am a habitual worrywart. If I don't have something substantial to stew about, I'll inflate a minor issue - like an anxiety blowup doll. I can lie awake for hours ruminating about what results I'll get from a critical medical test, but I can also spin my mental wheels fretting that I bought the wrong size lasagna pan. And at 3 A.M., such disparate causes mysteriously provoke equivalent agonies.
For starters, it's important to understand that although worry may make you feel anxious and overwrought, it's not actually a feeling at all. Rather it's a thought process in which you focus on a problem, either real or perceived. Chronic worry, the type I specialize in, leaves your mind revisiting the same issues over and over, with no solution in sight and no exit ramp. "Toxic worry" is what Edward M. Hallowell, M.D., author of Worry, has dubbed it, or "the infinite web of 'what if.'"
Accept uncertainty
Act unconcerned
Focus on the day-to-day
Don't catastrophize worry
Practice problem solving
Work out your worry
Busy your brain
Spend time with a friend
Read full article: http://www.seattlepi.com/health/408615_goodhouse471013.html
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Sunday, August 2, 2009Last updated 6:13 p.m. PT
By SUSAN CRANDELL
GOOD HOUSEKEEPING
Excerpts:
I am a habitual worrywart. If I don't have something substantial to stew about, I'll inflate a minor issue - like an anxiety blowup doll. I can lie awake for hours ruminating about what results I'll get from a critical medical test, but I can also spin my mental wheels fretting that I bought the wrong size lasagna pan. And at 3 A.M., such disparate causes mysteriously provoke equivalent agonies.
For starters, it's important to understand that although worry may make you feel anxious and overwrought, it's not actually a feeling at all. Rather it's a thought process in which you focus on a problem, either real or perceived. Chronic worry, the type I specialize in, leaves your mind revisiting the same issues over and over, with no solution in sight and no exit ramp. "Toxic worry" is what Edward M. Hallowell, M.D., author of Worry, has dubbed it, or "the infinite web of 'what if.'"
Accept uncertainty
Act unconcerned
Focus on the day-to-day
Don't catastrophize worry
Practice problem solving
Work out your worry
Busy your brain
Spend time with a friend
Read full article: http://www.seattlepi.com/health/408615_goodhouse471013.html
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Getting into a productive work zone | Psychology Today
Getting into a productive work zone Psychology Today
Don't Delay
Understanding procrastination and how to achieve our goals.
by Timothy A. Pychyl
Excerpts:
There may be certain dimensions of tasks that make procrastination more likely. In an achievement-oriented context like school or the workplace, a balance between challenge and skill may be particularly important. Get this balance right, and you may get into your own work zone. Get it wrong, and it could contribute to needless delay.
Wendelien Van Eerde, published a paper on self-regulation and procrastination nearly a decade ago that is of particular interest.
My focus today is on just one idea from this paper, and that's the "task factors" that may influence our procrastination. As I noted above, Wendelien argues that a balance between challenge and skill is something we need to think about. She argues that both tasks that are too challenging or too easy in relation to our skill may lead to needless delay.
On the one hand, with ". . . tasks assessed as too challenging in comparison to one's perceived ability, the threat of evaluation and external pressure may lead to avoidance" (p. 380). On the other hand, tasks perceived as too easy relative to one's skill (or tasks that are boring or useless) may lead to a more strategic delay in order to build temporal pressure to motivate action.
Getting into that optimal zone for work takes work, or at least conscious effort. It's rare that we'll be assigned, or that we'll even choose, tasks that fit our skills perfectly. What we need to do is a little "project spin." That is, we need to learn how to re-appraise tasks that seem threatening as challenging but doable. For example, we need to remind ourselves of past success to more realistically assess our skill and self-efficacy, and we need to break the task down into more manageable sub-tasks so as not to be too overwhelmed. At the same time, we need to "spin" our easy or boring tasks in ways that generate more task interest, as interest is an emotion that stimulates approach motivation. We're more likely to engage in the task if we feel interest.
Reducing task threat and increasing task interest are important strategies for reducing procrastination. Both involve our emotions, and when we're feeling threatened or bored, we're more likely to "give in to feel good" and leave the task to tomorrow - I'll feel more like it tomorrow. Will you? Only if you can engage in some "project spin" to get a better match between the task characteristics and your perceptions of your skills.
Read full article: http://www.psychologytoday.com/blog/dont-delay/200908/getting-productive-work-zone
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Don't Delay
Understanding procrastination and how to achieve our goals.
by Timothy A. Pychyl
Excerpts:
There may be certain dimensions of tasks that make procrastination more likely. In an achievement-oriented context like school or the workplace, a balance between challenge and skill may be particularly important. Get this balance right, and you may get into your own work zone. Get it wrong, and it could contribute to needless delay.
Wendelien Van Eerde, published a paper on self-regulation and procrastination nearly a decade ago that is of particular interest.
My focus today is on just one idea from this paper, and that's the "task factors" that may influence our procrastination. As I noted above, Wendelien argues that a balance between challenge and skill is something we need to think about. She argues that both tasks that are too challenging or too easy in relation to our skill may lead to needless delay.
On the one hand, with ". . . tasks assessed as too challenging in comparison to one's perceived ability, the threat of evaluation and external pressure may lead to avoidance" (p. 380). On the other hand, tasks perceived as too easy relative to one's skill (or tasks that are boring or useless) may lead to a more strategic delay in order to build temporal pressure to motivate action.
Getting into that optimal zone for work takes work, or at least conscious effort. It's rare that we'll be assigned, or that we'll even choose, tasks that fit our skills perfectly. What we need to do is a little "project spin." That is, we need to learn how to re-appraise tasks that seem threatening as challenging but doable. For example, we need to remind ourselves of past success to more realistically assess our skill and self-efficacy, and we need to break the task down into more manageable sub-tasks so as not to be too overwhelmed. At the same time, we need to "spin" our easy or boring tasks in ways that generate more task interest, as interest is an emotion that stimulates approach motivation. We're more likely to engage in the task if we feel interest.
Reducing task threat and increasing task interest are important strategies for reducing procrastination. Both involve our emotions, and when we're feeling threatened or bored, we're more likely to "give in to feel good" and leave the task to tomorrow - I'll feel more like it tomorrow. Will you? Only if you can engage in some "project spin" to get a better match between the task characteristics and your perceptions of your skills.
Read full article: http://www.psychologytoday.com/blog/dont-delay/200908/getting-productive-work-zone
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Monday, August 3, 2009
Be happy at work: 6 tips - Aug. 3, 2009 - Ask Annie
Be happy at work: 6 tips - Aug. 3, 2009 - Ask Annie
6 ways to be happier at workThis is no time to wallow in negativity. New brain science reveals why staying positive is your best defense against career stagnation.
By Anne Fisher, contributorLast Updated: August 3, 2009: 10:58 AM ET
Excerpts:
Achor, who is also resident psychology tutor at Harvard, has done 5 years of research into "positive psychology," otherwise known as the formal academic study of happiness. The field itself has only been around 15 years, but it's made some interesting findings Among them: "The two most important predictors of success are, first, whether we believe our behavior matters, that is, whether we think we can make a real difference -- and many people lose that belief in hard times, because so much is out of their control," Achor says. "And second, how do you manage stress? Does it paralyze you, or does it move you forward to action?"
Want to train your brain to stay upbeat? Here are six ways to get started:
1. Practice looking for the good.
2. Have some fun.
3. Brighten your office space.
4. Keep a journal.
5. Invest in people.
6. Think of work as a series of sprints, not a marathon.
Read full article: http://money.cnn.com/2009/08/03/news/economy/happy.fortune/
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
6 ways to be happier at workThis is no time to wallow in negativity. New brain science reveals why staying positive is your best defense against career stagnation.
By Anne Fisher, contributorLast Updated: August 3, 2009: 10:58 AM ET
Excerpts:
Achor, who is also resident psychology tutor at Harvard, has done 5 years of research into "positive psychology," otherwise known as the formal academic study of happiness. The field itself has only been around 15 years, but it's made some interesting findings Among them: "The two most important predictors of success are, first, whether we believe our behavior matters, that is, whether we think we can make a real difference -- and many people lose that belief in hard times, because so much is out of their control," Achor says. "And second, how do you manage stress? Does it paralyze you, or does it move you forward to action?"
Want to train your brain to stay upbeat? Here are six ways to get started:
1. Practice looking for the good.
2. Have some fun.
3. Brighten your office space.
4. Keep a journal.
5. Invest in people.
6. Think of work as a series of sprints, not a marathon.
Read full article: http://money.cnn.com/2009/08/03/news/economy/happy.fortune/
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Sunday, August 2, 2009
How your marriage effects your health
How your marriage effects your health
How your marriage effects your health
July 31, 1:16 PM
Before you say, "I do," scrutinize your lover's drinking habits. Or eating patterns. Your choice of romantic partner helps determine how healthy—or how sick—you'll be.
By Rebecca Webber, published on November 01, 2008 - last reviewed on January 27, 2009
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
How your marriage effects your health
July 31, 1:16 PM
Before you say, "I do," scrutinize your lover's drinking habits. Or eating patterns. Your choice of romantic partner helps determine how healthy—or how sick—you'll be.
By Rebecca Webber, published on November 01, 2008 - last reviewed on January 27, 2009
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
7 Ways Your Siblings May Have Shaped You - US News and World Report
7 Ways Your Siblings May Have Shaped You - US News and World Report
7 Ways Your Siblings May Have Shaped You
It's not just your parents who are responsible for how you turned out
By Lindsay Lyon
Posted July 31, 2009
Excerpts:
Ah, siblings: both a blessing and a curse. Approximately 80 percent of Americans have at least one brother or sister; in fact, kids today are more likely to grow up with a sibling than a father, experts say. What's more, the sibling relationship
is the longest relationship that most people will have in their lives. Yet brothers and sisters have gotten short shrift in the research about what affects who we are and how we behave, experts say. They've been "amazingly neglected," says Judith Dunn, a professor of developmental psychology at King's College London.
1. They may buffer stress.
2. They provide good practice.
3. They may help raise our vulnerability to mental-health issues.
4. They can grease a slide into bad behavior.
5. They may inspire us to be different from them.
6. They may make us more jealous of romantic partners.
7. Or they may give a boost to our love life.
Read full article: http://health.usnews.com/articles/health/living-well-usn/2009/07/31/7-ways-your-siblings-may-have-shaped-you.html?PageNr=1
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
7 Ways Your Siblings May Have Shaped You
It's not just your parents who are responsible for how you turned out
By Lindsay Lyon
Posted July 31, 2009
Excerpts:
Ah, siblings: both a blessing and a curse. Approximately 80 percent of Americans have at least one brother or sister; in fact, kids today are more likely to grow up with a sibling than a father, experts say. What's more, the sibling relationship
is the longest relationship that most people will have in their lives. Yet brothers and sisters have gotten short shrift in the research about what affects who we are and how we behave, experts say. They've been "amazingly neglected," says Judith Dunn, a professor of developmental psychology at King's College London.
1. They may buffer stress.
2. They provide good practice.
3. They may help raise our vulnerability to mental-health issues.
4. They can grease a slide into bad behavior.
5. They may inspire us to be different from them.
6. They may make us more jealous of romantic partners.
7. Or they may give a boost to our love life.
Read full article: http://health.usnews.com/articles/health/living-well-usn/2009/07/31/7-ways-your-siblings-may-have-shaped-you.html?PageNr=1
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
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