THE EMAIL CULTURE

By on June 9, 2015 in Meta Org Blog

Emails seem to have become one of our major methods of communicating – what a shame! They may seem convenient and fast, but they are not really communication. The written word is only 7% of our total communication, which means that the receiver has to interpret the remaining 93% of the communication. The room for misinterpretation here is enormous!

Now I’m not saying that emails aren’t useful: they serve well as a quick way of conveying simple information, such as time and place for meetings, or as confirmation that you’ve received something, or to remind someone of something you’ve agreed verbally.

However, we all send them for many other purposes, and this is where they aren’t so useful. How many emails do you receive that you consider a waste of time, or that put your back up?

  • There are those where someone is covering their back: they send them to say, ‘I’ve told you about it, so you can’t complain you didn’t know’.
  • There are those that are passing the buck: ‘ I’ve put the action in your court now’.
  • There are those which seem almost rude in their terseness – no ‘please’ or ‘thank you’ or ‘would you mind..’ – just ‘do this’.
  • There are those which seem to imply that the other person is upset: ‘why haven’t you..’ or ‘I’m not going to..’

When you stop and look at the emails you receive, there are very few of them that reflect how that person would actually talk to you. Even if you only receive one email that puts your back up, it can colour the way you read the others you receive and put you in the mood to interpret more negatively. And this is before we even look at the two other negative aspects of email communication: speed of response expected, and sheer volume received.

Because emails are instant, there is often a pressure to respond pretty much immediately. I have certainly received phone calls asking why I hadn’t responded to an email sent two hours previously, and had a shocked reaction when I’ve said that I haven’t seen it yet. We have a ping on our computers and phones to tell us something has arrived in the in-box, and many of us have learnt to respond like Pavlov’s dog to its call. This is a constant distraction from whatever we are doing at the time, dividing your attention and making it hard to focus on anything. Stopping to answer immediately means that we are responding from a distracted state of mind.

And then there’s the number of emails most people receive – it’s a deluge in most organisations. That in itself is daunting, before we even get to trying to interpret their tone or respond immediately!

So what’s the solution?

Begin by looking at your own part in creating this over-use of emails. Before you send anything, ask yourself if this would be more appropriately dealt with face-to face, or at least over the phone. If there is a danger of misinterpretation, or you are likely to set off a ping-pong game of mails – you know, when they keep going back and forth between you! – maybe you would save time, energy and relationship by just talking to each other.

If you are copying it to other than the main recipient(s), check that’s really necessary. Those copied in emails are often just deleted and rarely elicit a positive response in the recipients.

And if you are just giving simple information, and do think it’s a useful email, consider putting in that extra sentence that gives it the personal touch, or a suggestion of helpfulness or courtesy, to give it a positive tone.

Once you have reduced your own role in making emails an irritating and negative part of our work lives, you can begin to manage those that are sent to you.

  • Turn your ping off. If you do receive some emails that are genuinely requiring instant answers, check every 30 minutes, and set up an automatic folder for them, so that is all you check.
  • Have times at regular intervals in the day when you check emails, maybe every couple of hours – and allow time for it in your diary.
  • When you think someone is being terse in an email, phone them or go and see them, to find out what’s going on, and to actively turn the tone around. Assume it’s your misinterpretation, give them the benefit of the doubt – they may just be overwhelmed with emails!
  • When you think this is likely to be a to-and-fro exchange of emails, arrange to meet or talk on the phone instead.
  • If you are going to just delete the email, perhaps you could unsubscribe, or courteously suggest that you don’t need to be on this mailing list.

Emails were a great invention. They allow us to exchange simple information quickly and easily. They were designed to be a useful servant, not a daunting master. Get them back into perspective and they become positive again.

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OFFICE POLITICS

By on May 7, 2015 in Meta Org Blog

With the general election coming up, the last few weeks have been a vivid reminder of why office politics has such a negative connotation: we have been subjected to empty rhetoric, empty promises, back-stabbing, meaningless jargon, false presentation of ‘facts’, popularity contests, and false personas intended to impress us. We have few examples in our governmental politics to inspire us to apply real politics when it comes to our workplace.

Yet the word politics comes from the Greek and Latin words meaning ‘affecting all the citizens of the state’ – it is neutral not negative, and simply means that what you do or say or legislate has an effect on the members of the whole group.

Since our politicians don’t generally seem ready to consider the possibility of setting us an example of how to make that effect positive and inspiring, maybe it’s time for us in our organisations to set them the example!

We all do engage in office politics whether we are conscious of it or not. We all have an impact on others in the group, through our behaviour and actions. These may be the small everyday impacts: being in a good or bad mood, and affecting others with its effect; or it may be the decisions we make as leaders: introducing a shared service because it will cost less, at least in the short-term.

We all have the power to change the connotation of office politics by choosing to behave in ways that demonstrate a genuine intention of having a positive impact on those around us.

POSITIVE OFFICE POLITICS

Firstly, let’s demonstrate the values that are supposed to be underlying our behaviour at work: words like trust, respect, ethics, transparency, fairness, come to mind. Most organisations would claim that they intend to apply these values, so let’s take them at their word. It doesn’t require a lot of thinking through: just consider how you would like to be treated by others and apply it to the way you treat those around you. This on its own will change the way we impact on others to the good, and will set a differed tone to office politics.

Then let’s just add a couple of simple questions to our preparations when we are about to act or make a decision. The questions are: ‘Who will this have an impact on?’ And ‘How can I ensure that the impact is as positive as possible?’ I know that sometimes we have to make difficult decisions, but that doesn’t mean that we should just ignore their impact. It is always possible to alleviate the negative impact in some way, if only by being honest about it, and helping them to cope with it – isn’t that what we would want someone else to do for us? And don’t forget that we may have seen a benefit to someone of a decision we make that they don’t get immediately, so we need to explain that as well.

Finally, let’s stop trying to prove ourselves or compete with others. If we all behaved in ways that have a positive impact, then we all benefit, because others will be behaving like that with you. Wouldn’t it be lovely if you succeeded by being someone who treated others well, and being yourself instead of by putting energy into trying to outwit and outdo others?

This simple change applies whether you are considering a restructure or just whether to send an email. Each time your actions or behaviour involves others; you are playing politics, so play it well. Isn’t it time we had some positive example of office politics where the common good was to the fore?

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WHAT MAKES A LEADER?

By on April 14, 2015 in Blog

WHAT MAKES A LEADER?

Nowadays most organisations have leadership teams rather than management teams, but a change in title doesn’t change behaviour, and management and leadership are not the same thing. Management is about controlling and maintaining the status quo. Its purpose is to ensure that nothing goes wrong.

Leadership, on the other hand is at the next level. It is taking the organisation further by having a vision of an even better workplace, and turning it into reality by inspiring the people in the organisation to work towards that vision.

Why being a leader matters

If organisations are to continue to be successful, leaders play a vital role. It is no longer enough to just avoid problems, if it ever were. Organisations need to be flexible and adaptable if they are to survive and thrive in our changing world. And this means that the people within organisations, the heart of the workplace, need to be flexible and adaptable. Achieving this requires leaders whom they trust and who make them feel valued, who enthuse them to make the workplace even more effective.

Requirements for leadership

Being a leader is primarily based on personal characteristics. This means that leaders need to start by developing themselves rather than a set of technical skills. They need to be self-aware, and recognise their impact on others, because their effectiveness in encouraging their people to enhance the way they work depends on the example they set in their own behaviour.

No one will follow someone who is just out to give themselves kudos, or who doesn’t seem to care about them as people.

We also want to feel that the leader has integrity and ethics, that they won’t go for results at any price, and that they genuinely want to make the workplace better.

Signs of leadership in action

  1. They want their organisation to be an even better place to work and have a vision of how that could be
  2. Their team is given the credit for what is achieved
  3. They make their people feel valued
  4. They behave as they want others to behave and are conscious of the impact they have on others
  5. They actively engage their people in their vision for the future of the organisation and give them ownership of achieving the vision
  6. They are willing to listen and learn – they don’t assume they have all the answers
  7. They use the strengths of others
  8. They act with integrity and fairness

Are you a leader?

Does this all sound impossible? Many organisations have so much emphasis on the management of the business that time to be a leader seems more than you can do, an extra ‘task’ on top of the never-ending list you have already.

Yet if you look again at that list of signs of leadership, you will realise that sometimes you are like that, and that none of them are too difficult if we choose to put them into action. They are primarily about a way of being with those you work with, not extra tasks.

Furthermore, were we all to behave like leaders, the workplace would be a less stressful place to be, because people would be feeling more positive about what they were doing, more motivated to make it work well. Isn’t it time we decided to make work a positive and inspiring part of our lives? People make or break the effectiveness of an organisation, and their leaders are the ones who influence which way it goes. So dare to dream that your workplace can be how you wish it were, and that you can make a difference. Be the leader you would like to have, and bring out the best in your people.

At Meta we’re starting up a leaders network, so if you’d like to explore what it means to be a leader today, then why not come and join us? You’ll find information about the leaders network on our events page – www.meta-org/events

Have a great month!
Di and Jo x

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THERE IS AN ‘I’ IN TEAM – ‘looking after you’ for the benefit of all

By on March 3, 2015 in Blog

Whilst doing a recent excellent team workshop with a large charity I was made aware by the head of the leadership team we were working with that actually there is an ‘I’ in team! – When you write the word TEAM in block capitals you’ll notice that within the A there is actually a capital I!

It was a bit of a revelation to me to find that I in ‘TEAM’ because at Meta we’ve always stressed how important it is to start with yourself when it comes to team working. Right now many of you will be working longer hours than you ever have and work no longer has the boundaries that it traditionally used to have – (Mainly that once you were out of the office the work stopped!)

It is vital therefore that you look after yourselves, and as any of you who have worked with us will know we put it at the forefront of the work we do, not just because its really important but because it leads to a greater capacity to work and enables you to be more effective and efficient.

With the advent of mobile technologies – the smart phone, the blackberry, the laptop – now office time has become extended to wherever you take your phone or laptop with you. That means that whereas before you did all your work at the office now many of you will work at home or on the way home. This extension of the office by mobile technology means the insatiable beast of our workloads now seeps into our home lives. The boundaries have become blurred between home life and work life and indeed for many of you this will mean working on the way home on the train, or finishing a report on the table in kitchen at home before dinner, or clearing your emails on a Sunday evening so that you have a clearer inbox before you start your working week in the office on a Monday morning.

Not enough of us are challenging this invasion into our home lives made by the never-ending demands of our workplaces. It leads to many of us having less time with our families and I hear all too often the complaint that children’s bedtimes are missed and weekend time with the family impinged upon.

It’s so important to start putting in firm boundaries to stop the flow of the unceasing tide of work into our personal and family time. First of all, make a record of how much time you spend working in an average week. What work is done in the office (and what times do you arrive/leave) and what work is done at home? – Be honest with yourself and after you’ve recorded it, review it and decide what you find acceptable and what is not acceptable to you.

The things that you decide are not acceptable are what I call the outer boundaries. They are the sea wall, put there to stop the excessive tides of work from overwhelming and flooding into your personal life to damaging effect. To the sports fans reading this, its like the outer boards on a cricket pitch, they don’t mark the boundary they are an outer (unmovable) boundary to protect the spectators. Then to continue with the cricketing metaphor there is the rope boundary (which is the actual scoring boundary), this is moved in and out dependent on where the cricket pitch is actually situated in the ground. Once you have established the outer boundaries – these are what I call your ‘non-negotiables’ for example – I will be home every evening in time to put my son/daughter to bed, I won’t do work on the weekends unless its an emergency, I won’t answer emails at home after a certain agreed time – then you can begin to work on the inner flexible boundaries.

What’s interesting is that when these outer boundaries are in place, you’ll soon see that actually no one is forcing you to do the work at those hours and if they are? Well that’s a conversation to be had with those that are asking these unreasonable things of you!

Then you can start to experiment with that inner rope boundary. Remember this is more flexible but no less important to creating that sense of balance in your work/life – perhaps coming home a little earlier (try 15 minutes earlier than normal at a time, not too drastic) or going in a little later. Perhaps banning work from home, or at least stopping doing any work at home? The fear is that if you’re not getting enough work done now, that you’ll get even less done if you do less hours, however the opposite is true IF it is done in the right way (See note below on state and energy) – don’t take my word for it though, do you own empirical research and see!

Now it’s all fine and dandy to establish these boundaries, but it’s important to not only establish them but also to start to look after you as well. Your state is the most influential factor when it comes to how you experience life. If you are tired and stressed its amazing how difficult and hard life can be, and isn’t it amazing when you’re having ‘one of those days’ how many irritating and obnoxious people there are in the world??

I’m trying here to lighten the mood.. Because for many of us work and life has just become heavy and hard work. This leads to us being grumpy not just in work but outside of work too, when we let the tide of work come in and never push back, then it has a serious effect on our relationships at home too.

Clearly it’s time to have a re-think. Because right now what most of us are doing isn’t working for us, our family or ironically for employers either!

Think of your mind and body as a light bulb. In order to work, it requires energy (in this case electricity) and if it does not have enough energy it does not light up. Far too many of you are running the light bulb that is you on the lowest setting on the dimmer switch! There’s not much energy in you, so you barely light up or function.

You are a being of light! – No, I’ve not just gone all airy-fairy and spiritual on you, at the smallest sub-atomic levels you ARE pure energy. So if you are energy, surely its important to keep your energy topped up?

The first and quickest way to do this is to sleep well! Research that we revealed in an update from last year says that we need a minimum of 7 hours sleep to be effective, and ideally 8 to ensure we are functioning at our best. How many hours did you get last night?

Secondly it’s important to take your breaks when you are at work, AWAY from your desk! Back to back meetings are not conducive to working at your best, regular breaks are regularly highlighted in research as being needed to ensure consistently high levels of performance at work.

Thirdly top up your fuel tanks on a regular basis – at work, on your way to and fro from work, and at home. Make a list of 20 things that give you that energy boost that can help you top up your internal fuel tank and make sure you have the list with you at all times. When you wake up in the morning ask yourself the question – “where is MY fuel tank today?” – if its low then make sure you have plenty of things to top it up before you get to work!

When you look after yourself and fill your fuel tank on a daily basis, as well as putting in firm boundaries when it comes to your work patterns, you’ll notice that work and life just gets easier. Its not rocket science, and yet most of us have let these things slip in the last few years.

So make a stand for you, and actually it won’t just be your family that thanks you, it’ll be your employer too. Why? Because working in a more natural, energy efficient way like this ensures that you’ll get MORE not less work done at a higher, more consistent quality.

Wishing you a great month,

Jo xxx

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BEING GROWN UPS AT WORK

By on February 13, 2015 in Blog, Uncategorized

I overheard a conversation on the bus the other day, where someone was talking about how she had been to see her child’s teacher, to ask her to help with some minor bullying that had been going on. She had clearly handled it well, with both politeness and firmness – a lovely example of being grown-up – and she had achieved the outcome she wanted. Her finals sentence was: ‘If only I could be like that with my boss!’ and that left me wondering why not as well?

Somehow we have generally learnt to behave more like children than grown-ups at work: there are goody-goodies, shirkers, those who hide at the back of the class, little cliques, the popular ones – it sometimes looks and sounds more like a school playground than a workplace! I know, I am exaggerating, but you know what I mean.. And we give away our control to ‘them’ – some ill-defined stereotypical people in authority, the ‘bosses’ – and then moan about our lack of autonomy.

I think this happens because of the history of the workplace: once upon a time it was generally true that bosses ram the place by command and control, and treated workers as if they were unreliable, unruly children with no intelligence or maturity. But I believe the story has changed, and there is more recognition of the importance of working together to produce results, and of the need for people to feel empowered to achieve that.

However we all then have to choose to be empowered for it to work – no-one can give us empowerment, we have to choose to behave in that way – and we are habituated to being victims of circumstance.

So how do we become more empowered? We have to take responsibility for our own actions and attitudes. If we know that we have done the best we can, we stand by that: if we know we have made a mistake, we own up, apologise, make it right. We recognise if we’re not in the mood for something we have to do, and do something to change that mood. We admit if we need help, and ask for it. And we treat others as we wish to be treated, even if they don’t reciprocate.

And if you are one of those ‘bosses’, then you need to encourage your team members to adopt the behaviours I’ve listed. Notice and acknowledge when they are behaving in a grown-up way. Encourage them to show initiative, to be proud of what they achieve, and to feel Ok about admitting to something that isn’t so good, even if it doesn’t always work out. And don’t fall into the ‘boss’ trap: remember to adopt empowered and empowering attitudes and behaviours yourself.

Most people are grown-ups and are good at making their personal lives work for them. Let’s apply the same attitudes and capabilities in the workplace, and have organisations where people feel in control and valued for being the grown-ups they are.

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HAVING A TECHNOLOGY FREE DAY

By on December 1, 2014 in Blog

These days technology is everywhere, its unavoidable and many of us live our lives through technology. You’ve only got to step on a train or a bus or the tube and what you’ll find is a carriage full of people locked into the small world of technology held within their hands. The tablet, the kindle, the i-phone they are the new newspapers, the new books and the new cinemas. It’s where we find everything we need and we have become very dependent upon them. Could you imagine a day without your phone, your email, and your computer? The answer is probably no.

There was an attendee on our Journey to Mastery programme this year, who came in distraught one session because they had lost her i-phone. A whole week with no access to that virtual world that these technologies allow us into and they were at a loss as to what to do. It started me thinking, what would we do if we gave up technology for just one day? Have we become so dependent on it that we can’t?

It’s an interesting thought.

Now I go on Facebook quite regularly and recently I’d noticed that it had crept into my life more than I’d like it to have. I found myself checking it in between my work tasks, and whereas before maybe I went online once a day I would find myself checking numerous times in one day. So I’ve decided to give myself a break from it for a while, and what I’ve noticed is that I have a lot more time to get things done! I am also having better conversations with my friends and family than I have before. It’s only been a week but I’ve really noticed the difference.

Let us look at technology in the workplace. Now we are inundated with emails in our inbox everyday I don’t know many people who get less than 50 emails a day in their inboxes at work. There is an overload of information, but not much real communication going on. When you look at the research into communication the majority of communication (65%+) is got through physical signals, and just 7% of communication comes through the written word alone. So that is a 93% chance of a miscommunication by just using the written word alone, and yet, most of us now rely on that written communication as our primary way of contacting others whether it be by text or by email.

There’s another side to technology, the fact that it drains our energy. I don’t know many people who are energised by being at their computer terminal all day. I don’t know many people who after a 30minute foray on Facebook feel ‘raring to go’. So when we are all feeling under pressure and are tired and stressed, perhaps a day without technology might just allow us to recharge and regain our energy?

My belief is that the world around us IS a place of abundance. It is designed so that it can feed us energetically. When you look at small children they know absolutely how to interact with the world so that it feeds them. They use all their senses so that the world becomes a place of adventure, fun and fulfilment. So why don’t we see if we too can tap into the wonder of the world without technological interference?

As most of you will know at Meta we talk about ‘filling your fuel tank’. We talk about the fact that most of us right now are running our own internal energy fuel tanks on empty and we need to top them up. My suggestion is that by just taking one day a week away from technology, you can top up your fuel tank more fully.

Now technology is all around us, its impossible to have a technology free day at work these days, but we could control our home environment. If you didn’t have your phone, your computer, your tablet, your kindle, your TV for one Saturday or Sunday, what would life be like? What would you do? Think about it for a moment.

If the world is a place of abundance, if it is set up to feed you and energise you, what could you do in that day to refill your fuel tank and get yourself ready for the week of work that is ahead? Remember when Sundays were a day of rest? Maybe that was for a reason! So how about we go back to a time when we got out into nature, talked more, interacted with the world more, became more involved IN the world rather than escaping the world.

The world is a big place. Vast in fact, why not tap into the potential and energy that it provides? Why not have one day a week having adventures and having fun? A day free from technology – a day of love, laughter and joy. A day reconnecting with the world, and reconnecting with those we love.

The festive period is all about reconnecting and remembering. So take just one day to refill your fuel tanks, to get them full to the brim, to get excited about life again, to just go and have FUN. We think you deserve that.

Have a wonderful festive period all of you,

With love,

Jo and Di xxx

 

 

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THE CHOICES WE MAKE

By on November 4, 2014 in Meta Org Blog

What sort of a day have you chosen to have today?

Most of us would respond to this question by starting with: ‘I was OK until such-and such happened,’ or ‘Well, I had to do such-and such, so I was affected by that’, or just with irritation: ‘If only I could choose!’

I’m here to remind you that those are all choices too – that’s the bad news! And the good news is that once we really grasp that it’s always a choice, we can choose differently and feel better for it.

So what do I mean when I say that we always choose? When I first came across this concept, I couldn’t make sense of it. I thought that there were too many outside influences on my life – my work, my relationships, the weather, the state of my finances, the traffic – the list goes on and on! So I rarely felt as if I could choose what my day was like; it depended on what was happening around me. I was a fairly typical victim of circumstance.

Then gradually I began to realise that maybe it was a choice of sorts, to be a victim of circumstance, and that just made me feel worse! When you get this, you just feel cowardly or stupid: why don’t I just walk away from this job, this relationship, that makes me feel like a victim of circumstance?

Eventually I began to grasp that it isn’t necessarily about running away from things that adversely affect you; in fact, that’s not possible. If we are used to being a victim of circumstance, then we will take that attitude into any situation. It is about becoming conscious of what choices we do have in any situation.

The essential distinction is between passive and active choices. A passive choice is where ‘they’ or ‘it’ have made us feel or react this way. We allow the circumstance to be in control of our destiny, our mood, our attitude, and we passively accept its influence. We say, ‘There’s nothing I can do about it.’

Yet this is not how we are naturally wired. For evidence, look at how we handle things as children, before we learn to be passive. Children don’t think, ‘Dad’s in a bad mood today, so I will have to keep quiet and not be a nuisance.’ They think, ‘Dad is in a bad mood today, so I will see if I can make him laugh, or I may go and play with my favourite toys and leave him to it – he’ll get over it.’ Children find a way of making it work for them, by choosing how they react.

We are intended to be in control of our own destiny and we have the ability to do it, by consciously choosing how we react to circumstances. It is up to me to decide how I will react to bad news, someone being unpleasant, a traffic jam, and this is what gives me control. It becomes an active choice.

We are capable of doing this – we all do it sometimes. For example, ‘I’m tired and I had a bad day, but I want to go and see my friends and have fun, so I’ll have a good shower out on my favourite perfume/after shave and put on my glad rags, and then I’ll be up for it.’  So let’s just choose to do this more often!!

  • We can choose to make bad news a reason to allow ourselves an indulgence to make us feel better, or a prompt to make a change in our lives
  • We can choose to let someone being unpleasant keep their attitude to themselves and let it go past us – walk away and leave them to it
  • We can choose to use a traffic jam to listen to our favourite music or an audio-book

By making a conscious, active choice, we take back control of our own mood, our own attitude, our own state of mind. This helps us to make our lives work, no matter what, and keeps us in a place where we feel we can always make a positive difference, should we choose to.

Life is too short to be influenced by the negativity or adversity around us so let’s choose to enjoy our time here and make it work!!

in peace and love Di and Jo xxx

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GET THAT STRESS OUT OF YOUR SYSTEM!

By on October 4, 2014 in Blog

Yes, we are talking to you!

Even if your don’t think you’re stressed, we know that you probably are. When we talk about being stressed, we are so far out of balance that it’s hard to come back to normal. So we want to encourage you to tackle the imbalance early, and make it easier for yourself to stay healthy and happy.

What we’re designed for

You see, biologically, we are still functioning as if we were hunter-gatherers. When we find something stressful, we release a mass of adrenaline and cortisol into our bloodstream. These hormones direct all the energy in our bodies into our arms and legs – for fight or flight – and to the instinctual part of our brains – for survival. Now this is really useful if you are facing a life or death situation – think of the stories of someone lifting a car off their child who’s been run over – but for most of us, the stresses are not about survival, they are more emotional and mental. So we have an excess of preparation for fight or flight that is not dissipated by using it for that purpose.

Causes of stress

And what causes that stress that we do have? Well, as I said, we are designed to be hunter-gatherers. That means we would have highly physical times, and then some downtime to recover. We would also live to the seasons, in touch with nature, awake in daylight hours, sleeping when it’s dark. We would eat natural unprocessed food, with a high proportion of fruit vegetables and grain. Instead we have become far more sedentary, we completely ignore seasonal changes, and we eat processed food a lot of the time. On top of that, we have a 24/7 culture, shopping after dark, online till the wee hours, responding instantly to communications. None of this is what we are biologically designed for, so puts stress on our system, before we even start to call things stressful.

Symptoms of stress

If you don’t think this applies to you, just consider whether you have any of these symptoms of stress in your system:

Do you know of someone who is suffering from difficulty in getting to sleep? Waking up in the middle of the night? Waking up with butterflies in their stomach? Suffering from low-level anxiety as they wake up or drive to work, for no obvious reason? Making snap/bad decisions? Not able to get over a cold? Getting ill easily and then being ill for a long time before recovering? Not being able to stop themselves saying something before they’ve said it? Feeling out of control? Wired? Uptight? Bad neck/back/shoulders? Stomach issues? Gut/digestion problems? Struggling to eat? Eating comfort food? Smoking/drinking too much? Jiggling their legs or fingers? Dropping things? These all can be signs of stress.

Effect of stress

Now you might say, ‘Oh well, that’s just the way it is’, but the effect on your physical and mental health of constantly having stress hormones in your body is significant. Those hormones take all the energy away from maintaining and repairing your vital organs, from using the evolved parts of your brain where you think things through, are creative and maintain perspective, and from your immune system which keeps you healthy. The other scary piece is that when stress hormones are in your body your cells do not regenerate. They just die off one by one and are not replaced.

The good news is, we can do something about it, by finding ways to re-balance our system, when we notice the signs of stress. As hunter-gatherers, we would have dissipated those stress hormones by our physical activity, and a successful hunt would lead us to release the health-giving hormones – dopamine and serotonin – which biologically re-balance the system, and re-direct our energy back to maintenance and repair of our bodies, and the more generally useful parts of our brain.

It’s important to emphasise here that actually stress is not our natural state, happiness, joy and fun is. You don’t see 3-4 year old kids stressed! You won’t find a 4-year-old sitting all depressed and moaning about everything, suffering from lack of sleep and suffering from anxiety! The vast majority of young children know how to look after themselves and actually our brains are wired not to make us feel bad, but to make us feel good. We are wired for happiness but we learn how to look for what’s wrong rather than what’s right. So it’s important to have our own strategies for getting ourselves de-stressed and back to our factory default setting of happiness!

Relieving stress/getting back to normal

Sometimes it’s not easy to just go back to default setting so it’s useful to have a number of strategies for de-stressing and getting back to normal.

We need to find our equivalents and consciously do something to correct the balance and help our bodies find their preferred state.

Anything physical helps, because it dissipates the effect of these stress hormones: have a run around the block to get rid of the excess adrenaline coursing through your body. Maybe you need to do some yoga to release the energy. Gardening helps, or just a walk in the park. Swimming, or the gym if that’s your thing. Even some energetic housework, if that doesn’t add to your stress! Just get your body moving.

It also works if we do anything which has a calming effect on us – it allows our body to find its natural balance: it may be a case of just sitting down for 5 minutes. Or take a break and have a cup of coffee. Maybe you could listen to a calming piece of music or phone a friend. Or just sit and relax and just breathe deeply to relieve the symptoms of stress.

Finally we can pro-actively use ways to release the dopamine and serotonin in our bodies, which counteract the negative effects of stress and quickly rebalance us. So do anything which makes you feel good, such as a favourite piece of music, reading a chapter of a good book, watching something that makes you laugh, or eating something that tastes good and is a natural food – anything which helps to shift your mood.

Whatever things work for you, it’s important to have a number of different ways to relieve stress for you, before it gets too unbalanced to deal with easily. This is not an indulgence, it is a necessary and vital rebalancing, if we want to function effectively and stay healthy. For the sake of our long-term heath, do pay attention to those symptoms of stress, and relieve them as quickly as possible. Your body, mind and spirit will all be grateful!!

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THE BLURRING OF BOUNDARIES – getting work and life back into balance

By on August 13, 2014 in Meta Org Blog

There has been talk of work/life balance in organisations for decades now.

When it first started, it was because people had begun to feel a pressure to stay late at work, to try and finish off their tasks, with the consequence that they had less time and energy for their home life.

Alas, instead of being an improved story now, the story has got a lot worse. With the advent of mobile phones as a necessary piece of kit for everybody, the real intrusion into home life began. No longer was the workday over when you set off for home. People began using their travelling time to make calls, instead of using it to wind down from the day. And having the work mobile switched on till mid-evening became the norm, in case someone needed to contact you.

Even that was not deemed to be enough of an intrusion. When laptops became widely available, and smartphones, communication by email also became the norm – we call it communication, although we all know that it is generally poor as a means of conveying messages and resolving issues.

Now the intrusion into home life was even more pervasive – we saw the ‘important’ message from the boss on our smartphone halfway through our dinner, and felt obliged to sort it out, or at least email a response, or a message to others who needed to be involved. What’s more, we were tempted into spending an hour or two trying to clear that damn in-box during the evening or at weekends, because we knew we wouldn’t have time at work.

Is this necessarily a bad thing? No, not if we did have work/life balance. Ricardo Semler wrote a book called ‘The Seven Day Weekend’ suggesting that, if we answer emails at the weekend, we should also be able to go to the movies on a Monday afternoon. In other words, if we are genuinely going to work flexibly, then that needs to be a two-way agreement with our workplace: rather then stretching our hours, it should mean that we manage our work/life balance in a more creative and flexible way for ourselves as well.

Sadly, very few people have felt able to adopt this way of seeing it. Instead, we are resigned to less time for home life, and have learnt to respond, like Pavlov’s dogs, to the ping of yet another email or voice message.

This means that even when they are at home people have their attention and thinking drawn towards work. And even if responding doesn’t take them long, it pulls them out of relaxing into their home life and allowing themselves to re-energise properly.

The blurring of the boundaries between work and home life has crept up on us: the intrusion has gradually increased, so that we have come to accept each stage as normal. But it’s not!! It’s not normal, and it’s not healthy for you or your organisation.

The insistence on work/life balance was not for altruistic reasons. It was because people need to have a proper break from work, and a rounded perspective on life, to be able to perform at their best at work. We are not machines that you can switch on whenever you want and get the same performance.

The effects of the blurring of these boundaries are: the cumulative exhaustion of people; the decline of happy home relationships; and poor reaction and decision-making at work, due to tiredness and resentment.

Isn’t it time you took back control of your world, and re-established some boundaries for yourself? After all, most of us are not working in places where taking time out away from work things will result in a disaster!

So, just stop and consider the following:

  1. Your journey to work: can you use it to get yourself in a positive mood for your workday?
  2. Your journey home: can you use it to wind down, re-energise yourself, and get ready to really be at home with your loved ones?
  3. Your laptop: can you leave it at work, or at the least allocate only a set period of time that you use it at home?
  4. Your smartphone: can you switch it off by 7 pm at the latest, and leave it switched off and have a whole weekend free sometimes?
  5. And if you can’t do any of these things, can you therefore go to the movies on a Monday afternoon?!!

Think for a moment about what is going to happen if you don’t do this to take back some control of your world: the intrusion will continue to grow – and may even be on your watch or TV screen, or even under your skin in a few years’ time! You will make those poor reactions/decisions that lead to more problems, because you are tired. Your family will give up on trying to involve you in their lives. And your inbox still won’t be empty!

Now compare this with what will happen if you do take back some control: some people may object to your lack of 24/7 availability, but they do get over it, particularly if you are clear about when you are available, and you work effectively in that time. Your family will love the ceasing of the constant interruption to life with them. And you will actually have some time to relax for a change!

Which would you prefer?!!!

We hope that you use this update to just take a little time to notice how blurred your boundaries between work and home have become and take back a little time for you, and your family.

Why? Because YOU deserve it!!

All our Love

Jo and Di xxx

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MEASURING THE ‘UNMEASURABLE’

By on June 30, 2014 in Meta Org Blog

I am fascinated by the ‘unmeasurable’.

Not being easy to measure has become an accepted excuse for not paying much attention to.  Yet, in any conversation with individuals, they ‘assess’ their work-life, home-life, social-life, primarily on the unmeasurables: it is how it feels, and how they feel within the system that determines whether they are positive or negative about it, passionate or apathetic.

So, although we call this the ‘soft stuff’, the unmeasurable, we use it as our own primary form of assessment!!  The obvious conclusion is that we are perfectly capable of measuring these things; it is just a different form of measurement from the hard measures.

We have been told, over the years, that our feelings are an inaccurate and subjective form of assessment, swayed by all sorts of personal biases.  This is true, in scientific terms.  Yet our feelings are undeniably what lead us into passionate commitment to and into withdrawal from, situations, relationships and life in general!

Since organisations are a living system, essentially composed of human beings, it seems only logical to assess them on the basis of the ‘feel’ of the place as an important part of the assessment of their potential effectiveness.  And although feelings may be subjective and inaccurate, on an individual basis, there is nonetheless a general consensus – which means feeling together – about what an organisation is like to work for, which suggests to me that we can establish some clear measures, some obvious distinctions.  It requires that we ask people in organisations some different questions, so that we can identify what makes them want to give of their best and provide the oil in the machinery that enables it to work effectively.

It has become standard practice to measure performance in organisations. However, the principle of assessing our progress has become somewhat perverted by the use of the word measurement or, even worse, metrics.  The implication of these words is that they measure things which are specific, factual and objectively provable.  This has led to a tendency to measure what can be easily demonstrated rather than to measure what matters.  This then leads to a culture of doing things to meet targets or objectives rather than doing them in the right way.  Examples abound of how this leads to good results against the measure, but an overall decline in the service or long-term outcomes: reduced costs in purchasing, but poorer quality in the product; reduced waiting times for hospital appointments for those with minor problems, but limited availability of treatment for serious problems; most trains on time, but some cancelled so that delay targets are met, etc.

THE ARGUMENT FOR METRICS

Despite the evidence that metrics alone don’t enhance the performance of people, except in a limited way, they persist in being the most common form of measurement in organisations. Why is this?

Firstly, there is an underlying belief that people are not to be trusted, and need driving on and checking, to make sure they achieve. This produces targets, numbers, as a form of control.

Secondly, the scientific approach has led us to a belief that any measures must be objective, factual: ‘ The numbers don’t lie’.

Thirdly, being a people-oriented organisation, or being a profitable organisation were historically seen as alternatives, not a combination. We divided organisations into profit or non-profit, and saw those non-profit organisations as inefficient and ‘soft’. In fact, many of those in the public sector have been pushed to be more business-like, not in addition to their caring, but to the detriment of it.

COMMON SENSE MEASUREMENT

In fact, there are very few of us who use metrics to assess our own progress when we are reflecting on it. We measure our own progress by our emotional state, our relationships with others, our ability to deal with problems that come up, and the belief that we are developing. For me this is clearly demonstrated in eulogies when we die: most emphasise these aspects of us, not how much money we made or how efficient we were at clearing our in-boxes!

Similarly as customers we assess organisations by how responsive they are to us, how well we are treated as customers, and what it feels like to have contact with them. When we work there, we assess them primarily on the basis of the atmosphere, the way people work together, the level to which we feel valued as an employee, and the approach the leadership team takes to achieving the results they want.

Results matter – if the organisation is failing to achieve results, our service or product is at risk, and our jobs! They are just far from being the only measures, or even the most important. In fact, enlightened leaders realise that the results are a by-product of achieving the other categories of outcomes, not the drivers.

SO HOW DO WE MEASURE EFFECTIVELY?

The argument that measures for the full range of outcomes are subjective not factual still exists. Yet despite some different perceptions, subjective assessments tend to give a consensus of opinion, and the different perceptions serve to highlight particular aspects of good or bad practice. We use these forms of measurement – it’s time we formally recognised their importance.

WHY DON’T WE USE THEM MORE EFFECTIVELY?

One of the problems with these measures is not that they don’t exist; it is that they are not given the same weight as the results. This is because we view the numbers as being both objective and prevalent. So if an organisation’s results are not as good as in the last quarter, the common reaction is to cut staff numbers and/or staff development, both of which result in a reduction of people’s loyalty and enthusiasm, not an increase!

Even if the results stay at a reasonable level, many organisations do not know what to do to make a difference if their staff and customer surveys reflect dissatisfaction with the organisation. They tend to treat the symptoms of dissatisfaction, not the causes: complaints about waiting times on phones leads to an increase of pressure on call centre staff to answer phones more quickly by cutting short the conversations they have with customers; staff saying their managers don’t listen to them leads to compulsory 1:1’s with staff every fortnight. Reactions like these do not lead to better results in surveys: customers then complain about not being listened to; staff still complain about their managers not listening.

If we want to turn our vision for our organisation into reality, we need to clearly measure the things that make the difference, that we want as outcomes, rather than just the results. This is not difficult, it is common-sense. It just requires us to recognise the measures we all actually use to assess our individual progress, other people, and organisations we work in and have contact with as customers.

Isn’t it time we measured the right things instead of the easy things, and moved our organisations to a new level of effectiveness?

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