I really don't like this time of year. The end of year wind down that so many people get into seems to start about October and I often hear "it's nearly the end of year so we'll leave whatever it is until the New Year". It winds me up a treat because the end of year is about eight weeks away by then and when people speak of the New Year, they're typically meaning mid to late January as it's the time of year when so many people take their annual leave and many workplaces are understaffed at that time.
A dictionary definition of retirement means to give up or to go into seclusion. It suggests a withdrawal from life and the workplace. The notion of retirement is something that many people welcome so they can be free of work pressures and routine and free to pursue other interests. However some people begin their pre-retirement wind down and withdrawal while they are still employed and several years before their intended departure date. Some deliberately slow their work pace down,
If you've ever wondered about the inner mechanics of a customer/consumer's mind when it comes to buying goods and services; and wondered at the inner mechanics of any seller's mind (any person selling goods or services) Sean D'Souza's book, The Brain Audit: Why Customers Buy (and Why They Don't), is a good starting point. It makes you think of problems and solutions in a whole new way. And it explains how easy it is to talk past each other,
Known workplace problems are often ignored. This may occur because people responsible for dealing with them may believe if they ignore the problems, they'll go away on their own accord. Inevitably, they don't and they become entrenched. One reason people ignore issues is because deep down, they have the belief the problem(s) are too hard to tackle. The key to managing known problems is to change the belief system around them into something more realistic and appropriate: problems can be successfully dealt with,
A Guideline for Coaching in Organisations is currently being edited by Standards Australia. The feedback process with a number of key stakeholders: the International Coach Federation, Sydney University, corporate organisations, Australasian coaches and others, starts late October 2010. The final publication is due out in early 2011. See www.icfaustralia.com/docs/coachlink_Oct10.pdf for details.
A guy I know who is a bundle of energy, has a super high work ethic, boundless enthusiasm, is fun to be with and he loves nothing more than working, dawn to dusk if necessary. He'd been successfully self employed for decades and when he relocated into another city, worked for an employer until the recession hit and the work dried up. When he recently applied for a role as truck driver in a large company,
Yes, it's true. Although there are certainly differences between the builders/matures, baby boomers and generations X and Y, there are some similarities: the desire for work/life balance and work flexibility; purposeful, meaningful work; being rewarded in ways that are personally meaningful; recognition for work/contribution; challenge and variety; being heard; the ability to make decisions and have the resources needed to do the work; connectedness, opportunities to learn and develop; a work environment that is pleasant and enjoyable;
Dwan & Associates and Goodman Tavendale Reid are co-presenting a free seminar on the challenges and benefits of generational differences in the workplace, in Christchurch, on Monday 11 October, 2010, between 5.00-7.00pm. Seminar begins with drinks and nibbles. Contact firstname.lastname@example.org to register your interest.
A quote that took my eye through the week is from Thomas Edison – "Restlessness and discontent are the first necessities for progress". In a workplace context, we need to know how much of our discontent or restlessness may be attributable to factors that are genuinely work-related and how much actually relates to ourselves. For example, our boredom with what we do; knowing we have outgrown our role; knowing we are fearful of change and leaving current job security.
Another post-Christchurch earthquake reflection triggered by reports in the media about the fast and timely speed at which some decisions were and continue to be made in the recovery mode, is simply this: an emergency situation galvanises people into action because time is of the essence. There is a lot at stake. Personnel are assembled, briefed and dispatched to do what they need to do. Issues are discussed, decisions made and actions happen soon after.