The Organization Versus Your Health

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I admire the organizations that are structured around encouraging strong wellbeing for their people. It’s rare, but important in so many ways. Kinda makes sense that a growing organization would want employees who are sharp mentally, physically and spiritually. Only trouble is the rest of the sample size makes up the majority. They’re representative of organizations who may market themselves as a “best place” to work or a “healthy employer,” but the reality is far from it.

Call me the Upsetter of the apple cart. I’m not alone, you know?

One thing must be made clear; it is not the responsibility of the organization to make sure you have great wellbeing, that’s a you-responsibility. I certainly feel that many employees are bound and determined to kill themselves. The blame for the diabetes problem in the U.S. does not lie at the foot of H-P or BofA. Most of the blame is ours to accept.

Some time ago I observed the perfect storm of the organization versus the health of the employee. I was doing a project, unrelated to my work in wellbeing, I felt my senses and passion for the wellbeing of people come alive in the engagement. It would safe for me to write that as the organization was making great strides to move forward, financial results and such, the wellbeing of the employees was moving backwards. I can’t say if that reality kept the senior leaders up at night. One thing is for sure, as I look back, it should have.

So what are employees to do? They’re bombarded by messages telling them to save for a retirement that often seems like an impossibility, raise perfect kids that get scholarships to the best colleges, trust in an economy that never seems to be as good as reported, and the list goes on. I have a few ideas, not silver bullets, just some things to consider/try:

  • Make wellbeing a priority. This post could be a starting point for reference.
  • Don’t ignore your wounds. These are the emotional disappointments and failures you’ve never looked fully in the eye. Trouble always hangs around wounds not dealt with. Healing leads to breakthroughs.
  • Leave the organization that refuses to create conditions for good wellbeing. Make this decision with thought and care. Don’t wake up tomorrow and make an emotional jump. However, the problem must be dealt with.
  • Get a coach/advisor/wise-man/woman. This is not a time to go it alone.
  • Look at your bad habits and take responsibility. Like wounds, these need to be dealt with.

Health is undefeated in the game of life-good outcome or bad.

 

Are You An Entrepreneur Yet?

One of my coaching clients sent me this article on entrepreneurism. Specifically, the coming change in our workplace landscape. Many would say we're under way and I agree. The article includes a telling infographic as well.

So what are you doing about the shift? No drastic measures needed (maybe), just some hard looking and processing. One of the best ways to do this is written planning. Brainstorm the thing and ask lots of questions. By the way, throw the glamour, riches and elation around your employer out the window. This is about your work (the unique talents, gifts and passions forged into one), not your career, not your 401K.

I've written about this topic for some time. It was nice to have a client forward on an article of this magnitude. It encouraged me and it made me realize the work still to be done.

7 Things Your Manager Wants You To Know

Corporate maze 

I spoke with a friend yesterday about the role of her manager in her job.  He's an advocate for her and a buffer.  The buffer part was what struck me.  He's a buffer between my friend and senior management.  Sadly, senior management in this organization is living in an alternative reality, so they need someone who is deft at translating this reality into real world application.  This happens a lot in the corporate world.

This post is not a defense of the middle-manager, nor is it a rant about how bad they sometimes can be.  In the spirit of balance I want you to consider 7 things your manager wants you to know:

  1. Your manager is afraid.  In many ways this makes them like everybody else, with one huge exception.  Your manager has power and influence over the work of human beings.
  2. Your manager thought they wanted the job when it was offered.  Many managers are conflicted.  The organization dressed everything up well, put on the nicest face, but decided to let themselves go after the honeymoon.  Now your manager sees themselves as stuck.
  3. Your manager wants to do the right thing.  She realizes she can't please everyone.  She knows that making a decsion swiftly and resolutely is sometimes needed, even if you don't see it or understand it.
  4. Your manager wants ongoing learning and growth.  But it's very difficult when profit tries to push an unseen opportunity out the door.  Or worse, the organization doesn't care about learning and growth.
  5. Your manager has been a bully all their life and has no intention of stopping.  Unless, of course, someone decides to push back.  He believes the organization is weak for not putting a halt to his behavior.
  6. Your manager is intimidated by people who are smarter and wiser.  They see vulnerability (being ok with not being the crown jewel in the room) as something to be avoided.
  7. Your manager feels like their life is ebbing away.  The other parts of life are demanding much from her, just like the organization.  In many ways she wonders where is the life she dreamed of.

Houston, We Have a Problem-Updated 2011

Corporate boardroom 
The following post was written almost 4 years ago.  Ironically, the problem still persists inside of my friend's organization.  I know you may be wondering how this organization manages to stay in the game.  I won't wast precious space on all of the reasons, but one reason is they're in a hot market.  Sadly, hot markets can be like ether to organizations and they come and go.  Regardless, it was sobering to read and update this post.

I talked to a friend this week about how her company is facing a crisis of identity.  Their crisis is not a marketing one, but an internal sales vs. operations one.  Ever heard of it?

Many companies deal with the following:

  • What area is most important sales or ops.
  • Areas (sales, ops., customer service, etc.) that create their own fiefdoms.
  • Top management that is unable or unwilling to be clear.
  • Conflict avoidance.
  • No programs for people development.

The above is not an exhaustive list, but covers some key areas of stress.  In many cases the organization has allowed the weeds to overtake the garden.  Meaning; there is one vision and all must serve that vision.  Anything less results in a culture full of dysfunction.

I recommend the following:

  • Change the culture or change the culture.

Apple_news

See this article on how Apple values their culture.  As you may have guessed, taking responsibility for your culture is paramount.