Practicing Self-Care in the Workplace

According to the CDC’s Institute of Occupational Safety and Health, between 29-40% of Americans report being extremely stressed at work. With the busy holiday season approaching and year-end deadlines looming, it’s important to find healthy stress-management techniques that promote self-care in the workplace. The most common sources of stress include physical discomfort, interpersonal conflict, multitasking, and disorganization. Below are some strategies to reduce the negative impacts of these stressors and make the workday more pleasant.  

  1. Start the day off right  Mornings set the tone for the entire day. Be mindful of how you spend your time before you get to the office. Glance at your calendar, eat a nutritious breakfast, practice positive self-talk, and roll with the punches that your others might throw at you. Allowing each day to be a clean slate instead of carrying negativemotions into the day will go a long way in being proactive rather than reactive at work.  
  1. Organize your environment Can you see your desktop? Is your work truck full of trash? Are you noticing a strange, stale odor? If so, it’s time to spruce up. Taking a few minutes each morning to tidy your space reduces distractions and allows your work to flow more smoothly.  
  2. Be comfortable  Think about your working environment. Do you sit in the same chair all day every day? Would investing in a lumbar support pillow help you out? If you’re on your feet all day, do you make space to take breaks and sit down? What is the level of noise in your workspace? Can you play light music in the background or use a white noise machine to tune out a loud office? Consider your personal comfort and take small steps to honor what makes you feel good in your space.  
  3. Honor your lunch break – Too many of us bring our lunch to our desks or forget to eat entirely. It’s important to take the breaks that you have. For many, the lunch break is the only option that allows for some amount of movement. Make it a goal to take a walk each day and think about things that are not related to work. Alternatively, if your job requires you to be on your feet all day, turn lunch into a restful time by bringing a book, journaling your thoughts, or calling a friend or loved one.  
  4. Listen to music on your drive home – listening to music is a great way to let go of the day’s stressors. It’s important to leave work at work and give yourself time to be with your own thoughts. Listening to music can help jolt you into your ‘you space’ and prepare you to engage with the world outside of work.  

As the holiday season inches nearer and life becomes even busier, we hope you employ these strategies to practice self-care. To help you further, check out our other free resources designed with you in mind! 

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Do Your Remote Workers Feel Seen?

A recent Fast Company article posits that remote workers’ “personality type” predicts how they’ll manage their daily workload. The author uses three examples of employees who work remotely: an introvert, an extrovert and an ambivert. All three say the same thing: They enjoy being around others, solitude makes them more productive, and schedules help.

These examples hint at the way our unique talents predispose us to like certain ways of doing things, and also the way those talents vary by context; everyone likes being alone sometimes and not others, and everyone needs some structure.

While it is useful to understand that we all approach work a little differently, the introvert/extrovert/ambivert framework simply isn’t robust enough to help remote workers perform measurably better. Managers need a certain lens to clearly see the nuances of these workers — to see their innate talents.

With a more complete picture of remote workers’ talents, we can learn so much more about supporting and engaging them and improving their performance.

Over 22 million people now have that complete picture because they’ve taken the CliftonStrengths assessment. Their results give their leaders insights into how they think, feel and behave — even if they never meet in person.

That’s vital information: Teams coached to use their strengths are up to 15% more engaged, have up to 72% less turnover and are up to 29% more profitable. Great managers understand how their remote workers do the following.

Think. Talents dictate how people approach a task — some are analytical puzzle-solvers, some need partners to ideate with, some are best motivated by tight deadlines. Whatever the person’s default setting, managers must know how workers think to create the conditions they’ll succeed in. Managers also need to set clear expectations, especially for remotes. Expectations are the most basic and fundamental employee needs, but almost half of the workers don’t know what’s expected of them at work. Managers who know how workers think and are explicit about expectations create conditions that enable top performance.

Feel. Scientists say that up to 70% of decision-making is emotional (and up to 95% of purchasing decisions). Managers who understand their workers’ emotional landscape can better coach workers’ decision-making process and adjust their work style. Consider, for instance, the employee who takes corrective feedback as personal criticism and gets mad at whoever gives it. A manager would need to guide that worker past his emotional response, helping him understand feedback as useful advice and not an insult. Such depth of understanding increases remote workers’ feelings of being seen and valued, which is especially important for workers who rarely are seen, and helps employees improve their performance.

Behave. Our behavior is shaped by our dominant talents, the mental wiring that filters the way we see and understand the world. Integrating CliftonStrengths into their culture can help managers understand their employees’ motivators and help them predict and direct their employees’ behavior. Consider the employee described above, who takes tough feedback the wrong way. He gets angry because the perceived insult challenges his need for Significance, for example, or maybe it dings his sense of Responsibility or shakes his Belief. Whatever the case, his manager will need a tailored approach to coach him effectively. Strengths-based coaching not only helps workers perform better, but also tells them their boss cares — and remotes who feel isolated, Gallup finds, can experience performance declines of up to 21%.

Those are big-ticket cultural issues, but day-to-day performance hinges on day-to-day management. So managers need to ask themselves a few questions about the conditions in which each remote worker thinks, feels and behaves:

  1. What circumstances or strengths have enabled this remote worker to have a peak in performance? When you can articulate the case, you can replicate it in future projects.
  2. Who was involved? Partnerships are critical for remote workers. When managers pair people who have complementary strengths, managers eliminate any chance of workplace isolation while increasing the proficiency of the remote team.
  3. How can I further develop this employee in the areas of their greatest strengths? Remote workers’ talents need to be developed over time with projects and partnerships that expand their abilities.

Four in 10 U.S. employees say they have the opportunity to do what they do best every day. Move that to eight in 10, and a company could realize an 8% increase in customer engagement scores, a 14% increase in profitability and a 46% reduction in safety incidents.

A genuine understanding of their talents helps remotes work with more success, greater enjoyment and the confidence that they contribute something that no one else can. Managers need to know their workers’ talents so they can coach them to perform better in their role, to build better relationships with their team members, and to feel like they’re learning and growing every day.

Do Your Managers Know How to Improve Work-Life Balance?

Work-life balance matters to your employees.

In the U.S., women and millennials in particular say that they seek companies with flexible policies when looking for a new job because work-life balance is so important to them. Many organizations have responded by offering flexible work arrangements, alternative work schedules and remote work options.

However, not every job can be flexible — you can’t tend to a hospital patient remotely or run a manufacturing line from a coffee shop — and maintaining a culture that supports flexible work arrangements isn’t always easy.

The good news: Gallup’s data show that having realistic performance goals is actually a better predictor of work-life balance than having flexible work arrangements. Further, among full-time U.S. employees, workers who strongly agree that they have realistic performance goals are 2.4 times more likely to also strongly agree that they have a healthy work-life balance.

Setting realistic performance goals is something that every manager can achieve. Regardless of the industry, all managers can create a better sense of work-life balance by establishing clear and realistic goals.

Two Things Every Manager Can Do to Set Clear Goals

1. Include employees in setting their performance goals. Gallup research shows that employees who say their manager includes them in goal setting are 2.3 times more likely to say their performance goals are realistic than employees whose manager does not.

Having a conversation with employees before goals are set also helps to clear up potential misunderstandings about role expectations. Gallup finds that nearly half of all U.S. employees don’t know what’s expected of them at work. This reduces engagement and hinders the organization’s ability to successfully cascade companywide initiatives to individuals and teams.

When employees are not included in setting their goals, less than half (47%) strongly agree that they know what is expected of them at work. When they are included in establishing their goals, more than three-fourths (76%) strongly agree that they know what is expected of them.

Including individuals in their goal setting gives them a greater sense of ownership over their work and control over their performance metrics. That creates autonomy, which is related to improved engagement, performance — and even physical wellbeing.

Employees who say their manager includes them in goal setting are 2.3 times more likely to say their performance goals are realistic.

 

2. Explain the consequences of not meeting goals. Gallup workplace research finds that employees who know the consequences of not meeting performance goals are more than twice as likely to say their performance goals are realistic.

Consequences, of course, can be positive (rewards, bonuses, recognition, promotions) or negative (demotions, reprimands, termination). Employees should be aware of both the positive and negative outcomes of their actions at work. Managers should take the time to clearly explain the outcomes related to performance — for example, “X promotion or bonus will only result from Y goals being accomplished.”

Conversations like those give employees targets to hit. They also allow managers and workers to identify and address potential barriers to performance before they impact success. This process provides workers with greater ownership, gives managers more perspective, and results in more practical solutions and fewer surprises down the road.

The Benefits of Realistic Goals

Setting realistic goals with employees can also help prevent some negative behaviors that may affect the organization’s bottom line and brand reputation.

Too much pressure, unclear expectations and unfair consequences can incentivize unethical behavior — lying and cheating, for example. In fact, an Academy of Management Perspectives article, Goals Gone Wild: The Systematic Side Effects of Overprescribing Goal Setting, states that “managers and scholars need to conceptualize goal setting as a prescription-strength medication that requires careful dosing, consideration of harmful side effects and close supervision.”

Caution and supervision are natural byproducts of setting realistic goals together. In addition, Gallup finds that employees who strongly agree their performance goals are realistic are 1.6 times as likely to say they plan to stay at their organization for at least another year (compared with those who do not strongly agree their goals are realistic).

In addition, employees who strongly agree their performance goals are realistic are three times as likely to recommend their organization as a great place to work.

Setting realistic goals with employees can lead to a wealth of advantages for companies. But it can offer individuals some valuable rewards as well — in particular, feelings of autonomy and living a balanced life.

That’s hard to come by in industries that simply can’t allow flexible hours or remote work. Gallup’s findings show that work-life balance isn’t just about having permission to work from a coffee shop or to leave early on Fridays. It’s about feeling some control and ownership over the work you do. And those qualities come entirely from within the workplace.

Sometimes it takes a Thanksgiving fail to feel grateful for a mediocre meal

Printed from the Washington Post By

No one ever plans to put a turkey in the bathtub.

At least I didn’t.

And yet, there I was, turning on the faucet in our master bathroom and watching the water rise.

The stand-alone tub had been one of the selling points when my husband and I first walked through that Northern Virginia townhouse and decided to make it our home. I remember taking pictures of it on the day we moved in. I then sent a photo, along with others, in an email to relatives so they could share in our excitement at buying our first house.

Fast forward a few months. I stood again in that bathroom, but this time, I had no urge to pick up a camera. I wanted no evidence of that plastic-covered raw bird propped against the porcelain.

It was my fault. I had misread the instructions on our frozen turkey, and thought it would take 24 hours — not 24 hours for every four pounds — to thaw. I, of course, didn’t realize the mistake until Thanksgiving morning, and by that point, a panicked online search told me we had two options. We could go buy a fresh turkey, which seemed wasteful, or we could let ours defrost in a cold bath.

All of the sites recommended using a sink, and in retrospect, I should have done that. But I wasn’t thinking clearly. My desperation-distorted logic went like this: I have possibly destroyed our main dish, and if I put our kitchen sink out of commission for hours, preventing us from cooking anything else, I will have RUINED THANKSGIVING.

So, I did what seemed logical at that moment. I cursed that turkey, and then drew it a bath.

The truth is, my love-hate relationship with Thanksgiving formed even before that day. I love the sentiment behind the holiday, and I love the flavors of almost every dish associated with it.

But I hate the culinary pressure it carries.

Other holidays give people multiple ways to showcase their strengths. On the Fourth of July, heroes can come in the form of the uncle who buys the best fireworks and that friend who makes that cake that looks like a flag.

On Easter, people have even more ways to shine. They can be that fashionista who walks into a room perfectly coordinated with her picture-ready children. They can be the creative artist whose hands smell slightly of vinegar but whose Easter eggs are Instagram-worthy. The can be the planner who pulls together an adult egg hunt or cascarones chase (because why should kids have all the fun?). Really, even someone who hates the holiday can frown underneath a rabbit costume and still be a rock star.

That’s not the case on Thanksgiving. On that day, it all comes down to your cooking and baking skills. No one cares what you’re wearing. You can snap the elastic waistband on your stretchy pants, and everyone around you will smile. Because they know what that kid who’s sweeping a finger through the pumpkin pie knows: it’s about the food. It’s about toasted marshmallows on yams and perfectly buttered mashed potatoes. It’s about spiced-right turkey and lump-free gravy.

I can make all of those — on separate days. It’s when I try to make them all at once that I stumble. My type of cooking, which I do often and well enough that my kids don’t complain, usually requires one or two pans and takes no longer than 30 minutes from prep to table.

Put another way, if cooking were a dance, I am skilled at the two-step. Making an impressive Thanksgiving meal is a waltz. It requires careful timing, complicated footwork and a level of coordination that I don’t have.

Many of you apparently don’t have it either. I know this because I recently spoke with a woman who has been on the receiving end of Thanksgiving angst for 18 years.

She has talked to some of you in those expletive-filled moments after you realized you forgot to remove that bag of giblets from the turkey before putting it in the oven. And she has counseled at least one of you when you considered using the rinse cycle of your dishwasher to defrost your bird at the last minute.

“But I’m going to leave the wrapping on,” Nicole Johnson remembered that woman telling her. “I said, ‘We really don’t recommend that.’ ”

Johnson is the director of Butterball’s Turkey Talk-Line, which is staffed right now by 50 people, most of whom hold other jobs during the year. One is a home ec teacher. Another is a food scientist. A few are chefs. But for now, they are culinary counselors and recipe recommenders and dispute settlers. They are there to tell you why you shouldn’t defrost a turkey with an electric blanket (a real call) and offer alternatives if you are worried about plugging in nine crockpots at the same time (another real call).

Last year, they started getting a lot of inquiries about air frying, Johnson said, so they conducted research and training over the summer to better prepare the team to answer those questions this year.

I spoke to Johnson a few days before Thanksgiving, and her computer showed that 50 people were already waiting to ask a question. The service used to be limited to the phone number 1-800-Butterball. But now, people can funnel their franticness through text, social media, live chat — and if they’re too rushed (or too embarrassed) to talk to a real person, they can ask Alexa.

I didn’t want to keep Johnson too long. I sympathized with those callers. But before I let her go, I had to know one thing: What was she going to eat on Thanksgiving?

The turkey experts, it turns out, don’t eat turkey on that day. They eat it in different dishes in the days leading up to the holiday, but on Thursday, they have pasta, soup and salad.

“It’s our annual tradition,” Johnson said.

Traditions are interesting in that way. There is the magazine version that tells us what they should look like, and then there is the reality of what feels most comfortable to us as individuals.

My grandmother’s Thanksgiving table was always topped with turkey, tamales, tortillas, rolls, mashed potatoes, corn and rice and beans. She was a master of that kitchen waltz. Even so, I can’t remember what her turkey tasted like, or if I ever tried it. The flavor I miss most from her table is the taco I would make by piling rice and beans into one of her homemade flour tortillas.

From my mom’s Thanksgiving spread, the dish that reminds me most of home is one that won’t soon appear in any magazines. It is her cornbread stuffing made from a 99-cent box of Jiffy. I still prepare it every year, even though I know my husband and our two young sons won’t eat it.

I was actually making a batch during another epic Thanksgiving fail. I’m still not sure where the plastic came from, but it somehow got stuck to the bottom of a hot pan. I then, without noticing it, placed that pan back into the oven.

I spent at least an hour that year scraping bits of plastic from an oven rack.

That was about 10 years ago. I have since accepted that I will never cook like my grandmother — and that, although it’s harder to admit, I don’t want to.

I admire people who experiment with spices and make food beautiful. I also know that I am happiest when I spend more of that day outside the kitchen than in it.

This year, as has become our tradition, I will buy a fresh turkey. My husband, who is a much more skilled and patient chef than I am, will cook it. My job will be to take care of the sides. For those, I will focus my energy on a few, but the corn will come from a can, the pie will come from a store, and the cornbread for that stuffing only I will eat will come from a familiar blue box.

Compared with the made-from-scratch dishes others will prepare that day, it may sound like a mediocre meal. To me, it sounds like a reason to feel thankful.

One of my clients had an experience similar to this

My client is a bank in Maine who now is the #1 bank in their community. 90% of the employees have a community activity of their choosing. Results new customers have come to the bank, customer service ratings for the bank are fantastic, unwanted turnover is nonexistent and profits of the bank substantially. I can help you achieve similar results

What Leaders Can Do to Build Optimized Workers

First, it starts with simply recognizing the synergy among strengths, engagement and wellbeing and that their interactions represent clear opportunities to be leveraged. Getting leadership fully versed and committed to these principles is a required vanguard to successfully implementing the concepts in a practical manner.

Next, it involves taking a step back and realizing that it’s hard to manage to someone’s strengths if you don’t know what they are. A critical, basic step for many organizations is to simply determine the unique strengths of everyone who works there.

The CliftonStrengths assessment and supporting online and in-person courses are designed to help people “name, claim and aim” their strengths. Once you have laid the foundation of strengths throughout the organization, you can begin to build your culture around them.

The final step, of course, is applying the principles in practice. One Gallup client, for example, is currently exploring the strengths-engagement-wellbeing relationship in one of its groups responsible for community outreach — a smart strategy for improving community, social and career wellbeing alike. Teams are encouraged to sign up to support different community programs sponsored by their organization, with their leaders having ongoing conversations about how to introduce strengths and engagement initiatives into those teams in the context of the outreach. As these volunteers come together, their strengths can be explored to better understand who they are both individually and as a team and how this can be leveraged to help them successfully navigate the community projects they are working on. The 12 critical psychological needs of employee engagement can, in turn, be used to both prepare for and debrief the experience, such as:

  • Are we clear on what is expected of us regarding this community project?
  • Do we have what we need to succeed? Based on who we are as a group, is each person’s set of strengths being kept in mind?
  • Is my role on the project best aligned with my own personal strengths?
  • Are we celebrating our successes on the project based on how each individual uniquely prefers to be recognized?
  • Am I given the opportunity to propose ideas about how each person on the team can best contribute to the project, based on their individual aptitudes?

By weaving both strengths and engagement initiatives into organizational processes already aimed at driving wellbeing, leaders can fully benefit from existing opportunities. And by building robust coaching models aimed at capitalizing on the interactions among strengths, engagement and wellbeing, organizations can take their performance to the next level and fully leverage these indispensable components of optimized human potential.