What Is Stress? (Part 1)

People react to external stimuli internally. Stress is an emotional and/or physical reaction to environmental activities and events. Some stress helps improve performance by challenging and motivating us. Many people perform best under some pressure. When deadlines are approaching, their adrenaline flows and they rise to the occasion with top-level performance. In order to meet deadlines, managers often have to apply pressure to themselves and their employees. This is called eustress. However, too much stress or chronic stress is often harmful to the individual and to the organization.

Situations in which too much pressure exists are known as stressors. Stressors are situations in which people feel anxiety, tension, and pressure. Stressors are events and situations to which people must adjust, and the impact of the stressor and how people react depend on the circumstances and on each person’s physical and psychological characteristics. Stress is an individual matter. In a given situation one person may be very comfortable while another feels stress. Too much stress over an extended period of time can have negative consequences.

Balancing Act – Worksheet

Since stress is a fact of life, we must all learn how to cope with it. Each of us can help maintain good physical and mental health by learning how to balance the negative stressors in our lives with stress reduction techniques. These techniques involve both positive behaviors and positive attitudes. Picture your life as a seesaw. Too many negative stressors can pull you close to the ground. Positive stress reducers keep us in balance – or even lift us high in the air. Respond to the following true or false questions as honestly as you can.

  1. True___ False ___  I set unrealistic goals for myself.
  2. True___ False ___  I feel rested when I wake up in the morning.
  3. True___ False ___  I am anxious about my personal finances.
  4. True___ False ___  I have a support network of co-workers, friends and family.
  5. True___ False ___  I eat foods that are high in calories, saturated fats and low in fiber.
  6. True___ False ___  I set my priorities and pace out my day.
  7. True___ False ___  I suffer from low self-esteem due to the way I perceive my physical appearance, education, family background, job skills, etc.
  8. True___ False ___  I follow a prescribed exercise routine.
  9. True___ False ___  I drink, smoke or take other drugs.
  10.  True___ False ___  I practice relaxation techniques – yoga, mediation, self-hypnosis, visualization, etc.

SCORING: Odd numbered statements, 1, 3, 5, 7, and 9, indicate negative stressors in your life. For each of these that you marked True, give yourself minus 10 points. Add up the score to get your total minus points.

Even numbered statements, 2, 4, 6, 8, and 10 indicate Stress Reducers in your life. For each of these that you marked True, give yourself plus 10 points. Add up the score to get your total positive points.

Add your minus points and your positive points together (Example: -50 added to a +40 equals a –10). See whether you came in on the plus side or negative side of the balance. A high positive score means you’re ahead of the game in reducing stress. A high negative score indicates a red alert. You need to start practicing stress reduction techniques now. A low negative score, low positive score or a zero means there is ample room for improvement in your stress reduction techniques.

Our next post will give you some ideas on how to address these negative stress factors

 

Facts are Facts – It’s that simple … or is it?

Disagreements between people on what the facts are, are inevitable. Nevertheless, there is a common belief that “facts are facts.” When a dispute occurs, it should be simple to identify the “real” facts, accept them, act accordingly, and thus settle any differences. Yet the “facts” are not always that simple.

For example what are the facts regarding this figure?

If this drawing is shown to a group of people and each person is asked to describe what he/she sees, some will say, without any trace of doubt or hesitation, “A profile of a bald man with eyeglasses and a hooked nose.” Other observers, with no less confidence, will respond, “A rat!” One might wonder how both responses could be right—or whether anybody needed an eye examination or one group was lying. It is easy to imagine the arguments between the two groups of observers after the picture is withdrawn.

Situations illustrated by “Mr. Rat” are not as infrequent as they may appear. Many organizational conflicts revolve around the differences that we see in the facts. What lens are we looking through. What’s our perception.

Our perception is formed though basic characteristics that are inborn and/or that greatly affect how we are socialized. For example; Age, Race, Ethnicity, Gender, Physical Abilities/Qualities, Intellect, and Sexual/Affectional Orientation. These are the characteristics that we are born with, they are at our core. The secondary dimension in forming our perception are those characteristics that are acquired and can modify throughout our life. Factors such as income, religion, and geographic location may exert a significant impact in childhood, but most of the others are less salient than the core dimensions. However, all of these characteristics add another layer to our self-definition and can profoundly shape our experiences. Education, Work Background, Income, Marital Status, Military Experience, Religious Beliefs just to name a few.

People with different experiences or in different cultures organize their world into different patterns and hence possess different concepts for almost the same situation. They perceive the world slightly differently. They look at the world through a different lens.

It is now easier to understand what might take place in the differing observations of the above figure “Mr. Rat” is drawn ambiguously, the perceiver is forced to rely on certain cues in order to establish a meaning for the drawing. If the observer perceives a person (that is, in the past he or she has seen similar drawings of a person), then the cues that he or she sees give rise to the perception of a person. Similarly, past experiences with similar drawings of rats give rise to the perception of a rat. Thus, two observers with two different “sets” perceive two different drawings, even though the image projected on the retinas of both observers is identical. In this case the differences lies in past experiences rather than differences in motivation or emotions.

Discipline Effectively

As hard as it can be, discipline is an absolutely necessary skill for all supervisors. Disciplining is not about punitive discipline, you don’t need to whip your people into shape, or bully them to get them to behave. Instead, an effective Manager practices respectful disciple that is effective and that fits the situation.

  • Effective discipline places the responsibility for the problem and the solution on the individual who is the disciplinary problem rather than on his or her supervisor.
  • Effective discipline provides for a positive outcome rather than a punitive one.
  • Effective discipline solves the problem rather than exacerbating it.

Characteristics of an Effective Disciplinarian

  • Setting clear expectations
  • Being sensitive to individual situations
  • Being empathetic
  • Listening
  • Putting the responsibility for both the problem and the solution on the employee

Steps of Effective Discipline

  • Focus on a specific performance problem
  • Gain agreement about the problem from the team member
  • Have the employee take the lead in proposing solutions to the problem
  • Have the employee take the lead in proposing the follow-up process

10 Most Common Mistakes Made by Managers

Knowledge is power, don’t get caught up in these mistakes…..

1. Failure to Make Decisions:

  • Most managers make good decisions when they actually make a decision.
  • Far too many managers fail to make decisions or delay making decisions for fear of making the wrong decision. In the meantime, their competitors make decisions that give them a competitive advantage. Fortune favors the bold.

2. Short-Sightedness:

  • It’s important to take care of today’s issues, but every action must be considered in terms of its strategic implications.
  • The future belongs to those who create it.

3. Lack of People Skills:

  • Employees are every business’s most valuable resource.
  • Any competitor can build exactly what you sell, and sell it cheaper than you do.
  • Your people must be your competitive edge.
  • Employees can be your most precious asset or your worst nightmare and you get to decide which.

4. Wrong Perspective:

  • What you want and what your company wants should never be the issue!
  • What do your customers want, and what do your customers want you to be? That must be the issue.
  • The purpose of a business is to create customers.
  • Acquisition and maintenance of customers

5. Wasting Time Chasing Problems:

  • The ineffective manager is always putting out fires.
  • The effective manager is planning for next month, next quarter and next year.
  • Time is your most critical ally, or your worst enemy.

6. Fail to Put Their Money Where Their Mouth Is:

  • Managers who say one thing and do another are not simply unproductive, they are counterproductive.
  • Effective managers put themselves on the line every day.
  • A liberal is anyone who has not invested his own money.

7. Look at Sales Instead of Growth:

  • A business can increase its sales, but not really grow!
  • A growing company is attracting new customers, launching new products and blazing a trail that leaves its competitors breathless and its customers in awe.
  • A business is like a shark. It can only survive if it keeps moving forward.

8. Fail to See Opportunities:

  • Listening to an angry customer is the best way to find out at very little cost exactly what’s wrong with your business, yet far too many managers don’t want to hear it!
  • Success is not just doing things right. It also requires you to continually get better at what you do.

9. Do Not Invest in Their People:

  • Investing in plant and equipment is fine and proper, but investing in your employees pays greater results and does so faster. Improving employee morale, enhancing employee skills and creating a customer-focused culture is a competitive advantage that’s tough to beat! Beat the competition and they just get tougher. Annihilate and humiliate them, and they go away.

10. Lack of Leadership:

  • Leaders take their people to new heights of achievement.
  • Lead, follow or get out of the way.

M.E.E.T. – Generational Differences

With more people enjoying longer careers than ever before, we have four and sometimes five generations working in the same organization. Using the M.E.E.T. strategy can help navigate this challenge.

M.E.E.T. will help you communicate effectively and build a respect-filled workplace where people of all generations can do their best work.

MAKE TIME TO DISCUSS – Deal with a situation when you first become aware of a problem or concern.

  • Communicate your need to M.E.E.T.
  • Suggest a time and place
  • Use a courteous and considerate tone
  • Assess the situation and be prepared to communicate the issue in 30 seconds or less

EXPLORE DIFFERENCES – Be open to other view points; do not assume you know it all. Ask to hear the other side.

  • Explain the problem, situation, need or concern from your perspective
  • Invite the other person’s perspective
  • Acknowledge the similarities and differences that exist

ENCOURAGE RESPECT – Encourage respect even when you don’t agree or understand why a person has acted the way s/he did.

  • Demonstrate consideration for the other person
  • Use respectful communication styles
  • Stay in the present and focus on the future vs. rehashing the past

TAKE RESPONSIBILITY – Take responsibility to take action. Model the behavior you want to see.

  • State why you need and your willingness to help the other person with what s/he needs
  • Reach agreement
  • End on a positive note
  • Follow up

Driver Retention

The Conference Board, a non-profit business organization working in the public interest and supported by corporate memberships, has been tracking levels of U.S. job satisfaction since 1987 when 61.1% of the workers surveyed indicated that they were satisfied with their jobs. In 2009 only 45% of workers surveyed indicated that they were satisfied with their jobs, an all-time low for the survey.

We see this same trend in trucking with a turnover rate for drivers at large truckload fleets at an annualized rate of 75%. According to the American Trucking Association, this turnover figure is the highest since the second quarter of 2008.

Over the last several years I’ve given the problem of driver retention for long haul truck trucking companies to my students at OSU and they have been fairly consistent in their findings and suggestions:

  1. Define your business plan: Are you hiring on the assumption that most of your drivers will be short-term? If so most of your driver costs go to recruiting, new employee education, bonuses for staying or for meeting various performance expectations. If you are hiring for the long term, then you build your business on a different financial model.
  2. Recognition: When I say “Recognition” I mean, “When you see it, say it!” This includes both positive and negative behaviors. Unfortunately, most supervisors focus on the corrective side. Missing opportunities to build commitment. Proper use of Coaching not only recognizes individuals, it engages them and develops loyalty and individual skills. There are many ways to recognize positive behavior, and it doesn’t have to cost a lot of money, but you must train yourself to notice and act on the positive behaviors.
  3. Sense of belonging: Take care of your drivers like family. What policies, practices does your organization have that creates disconnects between departments, or even between supervisor and subordinate? Focusing on empowering dispatchers/fleet managers to take care of their drivers’ problems such as, payroll, benefits, maintenance, rather than bouncing the driver from department to department is a place to start. Building relationships is also key. Focusing on the relationships between drivers and other people in the organization will help build that sense of belonging.
  4. Fairly compensated: Survey after survey shows that compensation is not the number one motivator or the number one reason why people leave organizations. Yet compensation must meet the basic needs of the driver. Even if you pay your drivers well, if they don’t know it or cannot understand the pay system, it doesn’t matter. The ambiguity can create a sense of distrust.

To be successful at reducing driver turnover take an honest evaluation of your business plan, policies, and procedures. Be persistent in teaching and implementing new skills, communicate thoroughly expectations and allow time to adjust. The companies that reduce driver turnover will have a competitive advantage in the future.

10 Mental Blocks That Get In the Way of Creative Thinking

1.) THE RIGHT ANSWER
“Watch your step when you immediately know the one way to do anything. Nine times out of ten, there are several better ways.” -William B. Given, Jr.

2.) THAT’S NOT LOGICAL
The arrogance of logic obstructs the use of new ideas.

3.) FOLLOW THE RULES
“Every healthy and creative individual resists engulfment by custom and rigid habits.” -Herbert Bonner

4.) BE PRACTICAL
“Our greatest weakness lies in giving up. The most certain way to succeed is always try just one more time.” -George R. Kirkpatrick

5.) AVOID AMBIGUITY
The better the idea, the more likely it is to have been extremely vague.

6.) TO ERR IS WRONG
“Success depends upon staying power. The reason for failure in most cases is a lack of perseverance.” -James Russell Miller

7.) PLAY IS FRIVOLOUS
“I suspect that almost all creativity is really the result of play, in the higher meaning of the word.”

8.) THAT’S NOT MY AREA
“The best way to escape from a problem is to solve it.” -Brendan Francis

9.) DON’T BE FOOLISH
“It takes courage to be creative, just as soon as you have a new idea, you’re in the minority of one.” -E. Paul Torrance

10.) I’M NOT CREATIVE
When you feel creative, you’ve already won half the battle. “Habit and routine have an unbelievable power to waste and destroy.” -Henri DeLubac

* Adapted from A WHACK ON THE SIDE OF THE HEAD by Rover von Oech, Ph.D.

The Role of Human Resources in Organizational Business Strategy

The business strategy of a firm is the way in which the firm has chosen to deploy its’ resources to compete in the market. Strategies exist at several l

evels in any organization – ranging from the overall business, to the departments, through the individuals working within the firm. Strategy is determined to be successful when it provides the firm with a competitive advantage over rivals that is inimitable, cannot be substituted, and is exploitable. Figure 1 shows the VRINE model which is used to determine if a resource or capability delivers competitive advantage to the company.

Figure 1: VRINE Model

There are two categories of resources tangible and intangible. Tangible resources are the buildings, software, capital, equipment, etc. all easily quantifiable. Intangible resources are the knowledge of the employees, the culture of the organization, patents, location, reputation, etc. Intangible resources are the source of a sustainable competitive advantage as they are inimitable and cannot be substituted in other organizations. It is not enough for a firm to possess the intangible resources they must be able to exploit these resources in a way that is beneficial to the company. This is where Human Resources fits into the business strategy.

Human Resource Management in the only discipline that focuses on managing the Human Capital, which is the foundation of an organization.

There are several functions that HR can use to affect the performance of employees, attract talent, and promote talent to meet the business initiatives. Figure 2 shows the HR value chain.

Figure 2: HR Value Chain

 

For an organization to achieve a sustainable competitive advantage, each function area needs to support the business strategy and be in-line with the organization’s goals, mission and vision. Human Resources can provide this key element in the long-term viability and competitiveness of any organization.

 

 

How to Control Your Time

- Get Aggressive About Managing Time!

- Prioritize Your Time!

- Narrow Your Focus!

- Set Aside Uninterrupted Time.

- Avoid Time Traps!

- Use the “RAFT” Organization System

  • Refer the item to someone else if feasible
  • Act on it is it needs your reply
  • File it if you will Need it later
  • Trash it

Goal Setting

Why Set Goals?

Goals are vital for motivating employees and monitoring their permormance.

Goals:

  1. Establish DIRECTION for on-going activities
  2. Identify EXPECTED results.
  3. Improved TEAMWORK through a common sense of PURPOSE.
  4. Heighten performance levels by setting TARGETS to be achieved.

Goals provide the MOTIVATION and DIRECTION necessary for growth and success in important areas of almost every business.

For example:

  • If you or your company never sets goals for direction, how will your organization know where it is headed?
  • If no goals exist for progress, how does the organization know where it is?
  • If there are not goals for achievement, how will the organization know when it has arrived?

Question: Would you get on an airplane if you didn’t know where it was going to land?