Retention

Stressed Employees and Business Owners

Stressed employees and business ownersStressed employees and business owners

Helping Stressed Employees and Business Owners

Most stress reduction techniques taught provide temporary improvements and are dose dependent (you have to repeatedly do them to get the benefit), much like medicines that treat symptoms instead of curing the problem.

Our program teaches skills that create mindsets that are more adaptable and that actually experience less stress than untrained minds in the same circumstances.

The changes become permanent and life is less stressful thereafter.

Lower stress means more engaged and productive employees. This is a competitive edge that keeps increasing.

Because we address stress relief from the root cause, the benefits spread throughout the system (physical, mental, behavioral).

 


Employee Respect: Who Gets It?

The approach the solution to employee engagement has been taking is misguided. Ask yourself why engagement numbers are down to 30% levels according to recent Gallup surveys. Harvard Business Review (HBR) recently surveyed 20,000 employees worldwide and half of them feel disrespected by their bosses.

If you’ve ever watched Criminal Minds or countless other shows, you know that it is not the intent of the communicator but the reception/perception of the receiver that determines the message that is communicated. Someone who feels disrespected frequently (by teachers, family, friends, society) will not feel respected because the boss is careful about how he or she communicates.  Often, these individuals do not respect themselves so they certainly don’t expect others to respect them. They want it–absolutely they want it. They want someone to come along and give them respect and magically make them feel better. They don’t know that they can’t feel respect until they respect and like themselves. They allow a negative string of self-doubt to tarnish their existence.

Until they respect themselves they can’t feel the respect others show them. Ask anyone you know who has made amazing progress in their life what made the difference for them. They will tell you that it was when they changed their perception about them self. People treat us as we expect to be treated. We give off clues and when we do not respect ourselves we might as well have a neon sign floating above our heads letting others know. It is obvious to anyone who does respect them self. It’s obvious because they know what they are willing to tolerate and what they are not willing to tolerate.

I had my own journey where I went from not feeling worthy and not thinking I was good enough. When I changed my own view of myself, the way everyone else treated me changed. I mean everyone. From bosses/employers, to significant others, my children, my parents, and even the clerk at the grocery store. It felt magical. When I changed me, the non-verbal clues I sent that others read (often unconsciously) changed.

Few people in our society truly feel worthy of self-respect. They have negative voices in their heads constantly criticizing themselves. Or maybe, like me, they were taught they had to earn respect but never given a way to calculate when that task was complete. If you have to “earn it” how do you know when you’ve done accomplished it? I had long since earned a lot of things before I began believing I had earned them. When I changed my belief from “I have to work hard and prove myself before I can have that (respect, executive promotion, six-figure salary, nice house, etc.) to I have earned this and I deserve this, it all came. In the space of two years my entire life changed and all those things I had been striving to prove myself worthy of came quickly and easily.

I’m not special. I’ve seen other people change their beliefs about their self and their life changes, too. I help people make this transition and I see the changes they experience as a result. No, I am not special, but I am worthy. Everyone else is worthy too, but so many just don’t know it.

You have to believe you deserve respect. So many don’t. I wish everyone could learn to respect themselves. You have friends who don’t, maybe you don’t either.

You know the friend, the one who is amazing and inspires you,yet when you compliment they wave your accolades aside as if their accomplishments are nothing or flawed. I’m not talking modesty here. You know him or her. The one who truly does not believe they are worthy of the praise you’ve giving them. That businesses continue attempting to make this about the manager and about changing the manager baffles me. It is the employee who needs to learn they are valuable and worthy of respect so they can actually receive it. Until they do, they have an energetic wall up that blocks them from perceiving the respect they are shown.

Helping employees value and respect themselves will enable them to receive the respect their boss feels toward them. It will also make the bosses respect more authentic because how you treat yourself is usually reflected in how others treat you.

It is possible to decide how you will treat others and treat them that well regardless of how they feel toward themselves but that takes a lot of work and few people consciously make that choice. I saw a video earlier today that reflects how few consciously make that choice. First, a disclaimer, I do not believe that clothes make the person, but in many cases the person who does not respect themselves does not dress well–it is an indicator of how the person perceives him or herself. It’s not always true–sometimes people dress especially well to cover up insecure feelings–but it is true often enough that many people will make assumptions about a person based on their attire. And sometimes, the very secure will dress for comfort because they are not seeking approval from others. Now, for the video:

It’s clear in the literature across the ages, from the greatest thinkers of all time to scientific literature being produced in the best Universities of the 21st Century. You have to respect yourself first.

Working on management has limited returns for employee engagement because it treats a symptom, not the root cause of the problem.

Give employees the knowledge and skills they need to increase their self-respect.

Your Name (required)

Your Email (required)

Subject

Your Message

Human Verification: In order to verify that you are a human and not a spam bot, please enter the answer into the following box below based on the instructions contained in the graphic.

 


Smart Employers Know . . .

Smart Employers Know the effect of chronic stress on the success of their employees and therefore, their business.

The smartest employers are implementing programs that teach employees psychological flexibility that considers the human drive for autonomy and reduces stress far more than any of the dose dependent stress reduction methods.¹ ²

Smart Employers Know that focusing their efforts on Primary Prevention which is designed to prevent problems from occurring, rather than waiting until after they occur to address them, will always be ahead of those whose strategy is reactive.

Smart Employers Know that the level of stress most employees experience in modern society is typically enough to be in the harmful level. Our society routinely tolerates far higher levels of stress than is healthy, often wearing the level of stress tolerated as a badge of honor. This tactic is completely ignorant of the facts that living with chronic stress:

  • Decreases the function of our immune system, leading to more illness and earlier deaths
  • Decreases cognitive function, leading to more unhealthy decisions and a lower ability to solve problems
  • Contributes significantly to the high percentage of GNP we spend on health care while receiving poor results
  • Increases the chance of addictions
  • Is the leading contributor to mental health issues from depression, anxiety to bipolar disorder and more
  • Increases the prevalence of chronic diseases that rob people of a high quality of life far too often and at young ages
  • Significantly reduces the quality of relationships of all types, from spouses and children to co-workers and neighbors
  • Is the # 1 factor that prevents good results in:
    • Employee Engagement
    • Turnover
    • Absenteeism
    • Creativity
  • The impact of stress begin almost instantaneously and compounds over time
  • The risk of preterm delivery of our offspring when we’ve endured chronic stress for years
  • The negative impact on physical, mental, and behavioral health of our children

Smart Employers Know that employees who have been trained in psychological flexibility experience significantly lower harmful stress under situations that produce harmful levels of stress in those who do not deliberately use their ability to be psychologically flexible to reduce stress.

What could your team do that it is not doing now?

Contact us today to learn how we can help your team develop winning mindsets and the psychological flexibility it takes to go the distance and arrive healthy.

(704) 25 one -51 five zero

¹ Kashdan, Todd B., Psychological Flexibility as a Fundamental Aspect of Health, Clin Psychol Rev. 2010 November 1; 30(7): 865–878., doi:  10.1016/j.cpr.2010.03.001,

² Gorin, Amy. A., Powers, Theodore A., Koestner, Richard, Wing, Rena R., Raynor, Hollie, Autonomy Support, Self-Regulation, and Weight Loss, Health Psychology, 2014, Vol. 33, No. 4, 332–339, http://dx.doi.org/10.1037/a0032586

Your Name (required)

Your Email (required)

Subject

Your Message

Human Verification: In order to verify that you are a human and not a spam bot, please enter the answer into the following box below based on the instructions contained in the graphic.

 


Burnout in High Stress Occupations: Solutions

Employee Engagement

Recent studies have reported employee engagement levels at or below 30%. Traditional methods of employee engagement attempt to change the corporate culture and management in order to change the employees. But older wisdom tells us that true change must come from within. After decades of using the traditional approach with dismal results (30% of employees are engaged), isn’t it time to give another method a try? The results could hardly be worse.

Burnout in High Stress Occupations

Worldwide, burnout in high stress occupations is taking a toll and causing concerns. This is especially true in the healthcare industry where physicians and nurses are experiencing burnout with two dire consequences. 1) The care they are able to provide is lower as a result of the burnout, and 2) They are leaving the field and taking their years of training, hand in hand engagement burnout resilience-001expertise and experience with them.This is not good for the employees, the employers, or the public. Burnout and lack of employee engagement go hand in hand.

We need a better solution and there is a mountain of evidence pointing to resilience as the missing piece. Resilience stands alone as the most important factor in maintaining employee engagement.

“The failure or loss of resilience in physicians leads to burn-out, which is a major concern in medical centres because of its impact on health care.” (Eley et al, 2013)

If you step back and look at the relationship between employee engagement and resilience, it becomes easy to see why addressing engagement by attempting to change the environment instead of strengthening employees is failing.

Perhaps employers are reluctant to spend their resources strengthening employees who can leave the organization. I can see how easy that objection to strengthening employees could be made. I also see how short sighted it is.

Beyond a certain point, the work and work environment is far more important to employees than compensation. If that weren’t true, many occupations would have to pay a great deal more to get anyone to do the work.

Does management affect culture? Yes, of course. But a resilient employee can thrive under a bad manager because that employee will respond in ways that support his or her own continued engagement. Resilience relies heavily on mindset. With the last really bad boss I had, I developed several mantras that helped me remain engaged with the work and the company even though I had no respect or trust for the boss I had caught lying and deliberately wasting company resources. At the time I worked for one of what I call the “Big Box banks” and in my time there my bosses tended to last 6 – 8 months, then I’d report to the Senior Vice President until a new boss was hired. I loved working directly for the SVP because of the mutual respect we’d developed over the years. The main thing I had to do to remain engaged in my role was remind myself that the bad boss would be gone soon.

Okay, yes, that is over simplification. But the other perspectives I took to feel better all flowed easily once that one was in place. Did I thrive? Yes. In fact, it was while working under that boss that I was promoted to Vice President. I also did not stress about him after hours. If my mind began ruminating about what he had done that was irritating, frustrating or infuriating I would remind myself that he would be gone soon, which enabled me to let it go. Was he gone soon? Yes. In fact, I’ve noticed that most really bad bosses don’t last too long–not just for myself but also with friends and family.

Who suffers most under a bad boss? It is not the most vulnerable. I was a single Mom raising two children on my own. It is the one who believe the current problem is going to be permanent. The ones who worry not just about today, but about what it will be like working for that bad boss in six months or six years. It is those who do not believe they can do anything about the situation.

Interestingly, those same traits are associated with depression. Ruminating, anxiety, and unnecessary worry make someone vulnerable–not their life circumstances.

What Difference Does this Make?

If your employees are not resilient, adverse circumstances can quickly lead to a lack of engagement. You cannot control the circumstances the employee works under. There are too many moving parts. You have some control over these parts but no control over most of them. The employer cannot control whether or not the:

  • Employee gets adequate sleep before coming to work
  • Employee’s children are cooperative while they prepare for the day ahead
  • Employee eats breakfast
  • Employee argues with members of their family before coming to work (or even during work)
  • The morning commute goes well (millions of moving parts here including other drivers being rude, getting  a ticket, having an accident, car breakdowns, spilling coffee, heavy traffic, noticing weeds allowed to flourish in a neighbor’s yard, a song on the radio that makes the employee feel sad, flat tires, parking issues, and more)
  • Other employees are rude to the employee
  • Customers are rude to the employee
  • Employee likes the way coffee in the breakroom was prepared
  • Employee has minor illnesses or aches/pains (i.e. tension headaches, minor stomach upset, indigestion, sore muscles, etc.)
  • Employee is worried about personal finances
  • Employee is worried about a child being bullied, skipping school, having sex, drinking, doing drugs, smoking or other undesired activities
  • Employee is worried about the health of a personal relationship
  • Employee is worried about a loved one for an unlimited number of reasons
  • Employee feels loved or appreciated by anyone
  • Employee finds meaning in their work (this is a function of perception–not the role)

The above list may seem lengthy but it is far from an exhaustive list of factors that contribute to the employee’s performance on any given day. If the employee works with others, whether bosses, peers, or subordinates each factor would be multiplied by each of the people with whom the employee has interactions.

The bottom line is that the employer cannot control the work environment beyond a very limited scope. How the employee responds to the circumstances has a far greater impact on employee engagement than anything the employer can do. Resilient employees respond to life’s ups and downs in ways that allow them to bounce back. What is a deep valley to an employee who lacks resilience is a mere pothole to the resilient employee.

The Good news is

Resilience is a learnable skill. (Cloninger & Cloninger, 2011)

Resilience leads to desirable traits including:

  • Being responsible
  • Perseverance
  • Psychological and Behavioral maturity
  • Cooperation
  • Optimism
  • Self-direction

Resilience is associated with a lack of unnecessary worry, anxiety, and negative rumination.

Building A Resilient Culture

You can build a resilient culture that will support and encourage engagement by teaching employees skills that increase their personal resilience. Once taught, there will be a natural tendency to support and strengthen that culture.

We all know, intuitively, that we want to feel good. Resilience feels better than the alternative. Working with other people who are resilient creates an atmosphere that is positive and nurturing. There is less competitiveness within the organization and more cooperation toward accomplishing shared goals. There is a greater desire to better oneself because the belief that doing so will have a positive outcome increases in the resilient individual. There is greater focus on solutions and less frustration with problems.

One of my all time favorite quotes is:

Give a man a fish and you feed him for a day; teach a man to fish and you feed him for a lifetime.” Maimonides

Teaching employees the skills that lead to resilience is like teaching them to fish. Once acquired the skills are used because using them feels better than not using them. In an organization where all employees are being taught the skills the opportunities for positive reinforcement will help them quickly develop new habits of behavior and thought. The way these skills are taught makes individuals more receptive to feedback about course adjustments than they were before.

If you’re not satisfied with your employee engagement numbers or you’re concerned about burnout, contact us today for a free consultation. You’ll be glad you did.

(7O4) 25I…5I5O

P.S. The other great benefit with our program? The way we increase resilience also increases Emotional Intelligence (EQ), an essential trait of leaders who can go the distance.