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Suggest You - Is Your Company's Stress Management Program Stressful in Itself?
I was watching Oprah the other day and all of the sudden there was Grammar Girl talking about sentence structure and using the right words in the right ways. I couldn’t believe it. I’d read about promoting yourself to such levels, but never, in a million years, thought Oprah would be interested in doing a story about a grammar book. Grammar Girl wrote one. I wrote one too. The difference is she probably sold thousands, maybe even millions while my book sales have yet to reach the hundreds. Why? Is it because her book is better than mine? Probably not – I mean we ARE talking grammar here. But Oprah endorsed her book, she didn’t endorse mine. So, I think the answer is – promotion.So what do I do now that the grammar circuit seems to be all sewed up? Would Letterman or Leno be interested in a grammar guru? Would they even want me now that Grammar Girl has been on Oprah? I have this vision of Grammar Girl appearing out of nowhere, ripping open her shirt to reveal a giant “G” and then correcting my grammar! Maybe I don’t need that kind of exposure. Maybe I need to think bigger. What would Grammar Girl do next – a radio talk show maybe? No let’s think bigger yet –
What, then, can management and human resources professionals do to overcome these obstacles to effective stress management, and "reach" their e
If you’ve ever taken one of those “Marketing 101” classes, you may already know the “5 P’s” of marketing:• Pricing • Product • Promotion • Placement (distribution) • Positioning (how you’re special or unique)In this article, we’ll look at what is arguably the most critical “P” – Positioning.Positioning is the process of differentiating your company from the others in your general category. Why bother with this exercise? It’s simple: Unless you do so, your potential clients won’t have a clue why they should buy from YOU instead of others.Positioning PerilsMost businesses eventually understand how to develop a great product (or service), how to set proper pricing structures, and even learn the best ways to promote and place (or distribute) what they offer. But some get confused into thinking that in order to generate more sales, they have to keep changing that product – big mistake!For example, I have several clients who initially told me that their service or product wasn’t good enough, or they believed they had to get more and more education or certifications to properly promote their companies. Women
It's no surprise, then, that many companies have been fighting the stress epidemic aggressively with an arsenal of anti-stress initiatives. But a nagging question remains. If all the stress management programs out there are so effective, why are so many workers still stressed out?
The answer may lie in the fact that some organizations are simply trying too hard. In an effort to reduce stress, they are actually adding to it. As well-intentioned as their stress programs may be, many are complex and time-consuming, require a lot of reading and recall, are heavy on theory and light on practical advice, or just don't connect with employees on their level...or with their specific problems.
Remember, what people who are stressed out lack most is time...and patience. They have no time to attend lengthy stress seminars that pull them away from the very tasks that are stressing them out. They have little patience to sift through wordy guides and procedures to dig out those rare nuggets of advice relevant to their situation. Some stress programs merely address the symptoms of stress rather than eliminate the causes. They have little lasting effect. Workers become frustrated and cynical, believing that nothing will work, and go right back to their costly, stressful ways.
What, then, can management and human resources professionals do to overcome these obstacles to effective stress management, and "reach" their em
Why is this happening to me? When is somebody going to train me? When am I going to find good people? I am sure you have all heard questions similar to these.You may have even asked these questions yourself. But what ever happened to personal responsibility? People are too quick to point a finger and fail to realize that three fingers point back at them. They judge others in thirty seconds but don't even take ten seconds to assess themselves.Let's pretend for a moment that you are a manager of a cell phone stand at the local mall. The stand is only big enough to have two employees working at once. On this particular day you are working with Joe. Joe has been with you for five months. He has been through all of your training programs, and you even sent him to a strategic selling seminar last month to help him increase his selling ability. It is a nice sunny day, so the traffic in the mall is minimal. After opening the store and not seeing a customer for the first two hours a middle-aged couple comes to your stand looking for a phone. Joe is with them for an entire hour! Everything looks like its going well. Then they walk away. That couple could be the
The answer may lie in the fact that some organizations are simply trying too hard. In an effort to reduce stress, they are actually adding to it. As well-intentioned as their stress programs may be, many are complex and time-consuming, require a lot of reading and recall, are heavy on theory and light on practical advice, or just don't connect with employees on their level...or with their specific problems.
Remember, what people who are stressed out lack most is time...and patience. They have no time to attend lengthy stress seminars that pull them away from the very tasks that are stressing them out. They have little patience to sift through wordy guides and procedures to dig out those rare nuggets of advice relevant to their situation. Some stress programs merely address the symptoms of stress rather than eliminate the causes. They have little lasting effect. Workers become frustrated and cynical, believing that nothing will work, and go right back to their costly, stressful ways.
What, then, can management and human resources professionals do to overcome these obstacles to effective stress management, and "reach" their e
There is a strong relationship between textile materials and its quality. Quality of textile materials is manifested in different ways such as aesthetic appeal, feel or hand, etc. It is basically judged by how a textile material feels when touched or handled. It is also judged by the comfort experienced. What does comfort mean? The term comfort is described as "the lack of unpleasantness" according to some experts. Comfort is a condition or feeling of pleasurable ease, well-being, and contentment. There is general acceptance that the transfer of heat and water vapor through a garment are possibly the most significant factors in clothing comfort.According to a recent study, thermal equilibrium is the most significant and the only one standard of comfort. It is clear that the state of comfort can only be attained when the most complicated interactions between a range of physiological, psychological, neurophysiological and physical factors have taken place in a satisfactory manner. Through combination of impulses passed through the nerves from a variety of peripheral receptors like visual, auditory, smell, taste and touch in the brain, the comfort is realized. A
Remember, what people who are stressed out lack most is time...and patience. They have no time to attend lengthy stress seminars that pull them away from the very tasks that are stressing them out. They have little patience to sift through wordy guides and procedures to dig out those rare nuggets of advice relevant to their situation. Some stress programs merely address the symptoms of stress rather than eliminate the causes. They have little lasting effect. Workers become frustrated and cynical, believing that nothing will work, and go right back to their costly, stressful ways.
What, then, can management and human resources professionals do to overcome these obstacles to effective stress management, and "reach" their e
Twice a year, Bill Gates goes to a remote island hide-a-way for a week at a time. No, he’s not going for a fishing vacation; instead of rods, reels, and lures he takes market analyses, position reports, engineering reports, and opportunity papers. In solitude he reads and thinks and reads some more, writing notes in the margins then composing questions, thoughts, and his own positions that will impact the future of Microsoft and the entire technology industry for years to come.Getting away from the daily pressures for an extended period of careful thought and consideration in his “Think Weeks” are the way Bill Gates works on the vision of the company, determines what new projects to pursue, and plans for the future. It is the same rigorous work and thought process that CEO’s of every business should pursue. Do you?Now, I’m not suggesting that you should take a “Think Week” twice a year. Your business is much less complex than Microsoft. But, if your business is to remain competitive in this business environment and grow, you must take some think time. Maybe you need to take a “Think Hour”, a “Think Afternoon”, a “Think Day”, or even a “Think Wee
What, then, can management and human resources professionals do to overcome these obstacles to effective stress management, and "reach" their e
Mentoring Success Secrets? … key questions to ask.Mentoring has proven itself to be an effective tool to attract and retain good people. A question on the lips of many HR professionals today is: What are the secrets to ensuring a great mentoring program? Answers abound, sometimes it's about ensuring a corporate fit, getting senior management buy-in, proper selection, matching, and proper training for all involved.So how do you ensure mentoring program success? Looking at mentoring program standards and benchmarks is a good place to start. Based on Oystercorp’s experience of delivering mentoring programs globally, we have developed the following diagnostic tool, to ensure organisations considering mentoring ask themselves the right questions. These key questions will help you clarify your program objectives and get you thinking about effective areas of mentoring program implementation. We recommend that program managers (together with potential stake-holders), go through and thoroughly answer the below questions. Asking these questions will help you get your mentoring program off to a good start.Mentoring Program Implementation stages
What, then, can management and human resources professionals do to overcome these obstacles to effective stress management, and "reach" their employees with solutions that will connect...and stick? A good way to start is to offer simple, candid, targeted strategies workers can quickly incorporate into their lives—techniques that get their attention and produce immediate results. These are less intrusive, take little or no time to implement, and get the user started on the right track, with the right attitude. To give you some examples, I've selected the following ten workplace strategies I use in my books and seminars, which have been field-tested with positive feedback from thousands of readers and participants worldwide. Simply pass them along by email or interoffice memo. I believe they can have a significantly positive effect on your employees, too.
Do one thing at a time.
Do it mindfully. Do it well. Enjoy the satisfaction. Then go on to the next thing. Multitasking might work for computers, but humans have yet to get the hang of it. A growing body of evidence affirms that trying to accomplish several things at once takes up more time overall than doing them sequentially. It consumes an excessive amount of mental energy, too, so you fatigue more quickly. The lack of focus also leads to careless mistakes, shoddy work and unreliable performance. Worst of all, having to do things over. This is no way to live. Give what you're doing your undivided attentio
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