WHAT APPEARS TO BE

In every single Pathways to Leadershipâ session we conduct, the desire to achieve “balance” is loudly stated as an objective. The lack of balance in the workplace is an epidemic, one that research shows has a grave effect on results. “Among more than 1,000 employees polled nationwide in February by Harris Interactive for Deloitte & Touche, the vast majority (91%) cited work-life balance as having a bigger impact on fostering good behavior than enforcing harsh workplace rules and penalties, the survey found.” (Quoted from Angus Loten’s web-article, Stress and Long Hours Prompt Employees to Lie, Cheat, and Steal at Inc.com.)

Sometimes I wonder who pays to have such research done, when the collective response is “Duh” – as in “who didn’t know that?” What’s equally surprising is the number of people who apparently hold their employer responsible for their work-life balance.

WHAT MIGHT BE

It’s understandable that people feel significant pressure to perform at work. As the president of mechanical organization told me on the phone today, “It’s definitely a ‘do more with less’ world.” But this leader didn’t stop there. His follow-up comment was even more valuable than the first: “We can’t do things the same way. We have to innovate.”

He was talking about business leadership. He just as well could have been talking about personal leadership.

WHAT CAN BE

Fact: if you’re waiting for the conditions in your life to change (i.e. your boss, employer…) before you create work-life balance, throw away your watches because you’ll be waiting for a long time. Work-life balance is determined by one person: you.

Here’s the cool news: you don’t have to change your job to get work-life balance. True, plenty of employers abuse their workforce, and they, rightfully, have to deal with the high cost of turn-over and poor ethics, among other ailments. What is equally true is that there are countless people who have taken the issue of work-life balance into their own hands.

Graduates of the Pathways to Leadershipâ program know that the drive home from work is a Magic Moment. They use this precious time to ask themselves key questions.

• Instead of, “What do I really hate about my job?” they ask, “What did I learn today that will be valuable?”
• Rather than asking “What didn’t I get done today?” these people ask themselves, “What did I do well today?”
• The common question of “Why is my life such a mess?” is replaced by “What are the greatest blessings in my life?”
• And instead of asking, “How come the relatives have to come over tonight?” they ask, “How can I be the best _____ (you fill in the blank – mom, dad, husband, wife…) that I can possibly be tonight?”

No surprise, the people that ask the subsequent questions report being “on-a-roll” when they get home – just in time to do the most important leadership work on the planet.

The subtle but equally important part of this equation is that these people also report going back to work the next day equally enthusiastic. (Talk about impacting ethical behavior.)

Whose responsibility is it that you have work-life balance? What’s bigger, the circumstances in your life – or you?

What is the difference between what “might be” and what “can be”?  You decide.

For more information on these powerful questions and to read success stories from those who’ve used it, click here.

WHAT APPEARS TO BE

“80% of teachers leaving highly challenging schools reported that a higher salary would not have kept them there (Johnson and Duffett, 2003).”  (Douglas Reeves, The Learning Leader, 2006)  I wonder, is it the same in business?  When we ask this question in training sessions the answer is an emphatic “yes.”

More data for you: “In organizations of all types, public and private, large and small, for-profit and nonprofit, relationships – particularly with leaders – are one of the single greatest predictors of employee performance, satisfaction, and turnover (Buckingham & Coffman, 1999).”  (Reeves)

WHAT MIGHT BE

Isn’t it ironic that most organizations rely on a carrot called “money” to retain a person?  This, of course, completely blows the bottom line because in reality it is a strategy that is not nearly as effective as people think is.

Here’s a thought: decision makers in organizations tend to be extremely driven – they willingly work longer hours, knowingly sacrificing so they can achieve.  Then they are compensated financially for doing so.  Is it possible that some of these bosses (note: the word “leader” is omitted) in turn manage those under them the same way: defaulting to the idea that what those under them want most is money…when in reality what most of these people want even more than money is a high quality of life? 

Clearly: money talks.  But according to the second set of data above and others like it, other things “talk” as well – like relationships.  How many marriages are you aware of where successful is determined by how much money the couple makes?  (Yes, I know, there are some, but they’re in the minority.)  Is it any different in the workplace?  Wall Street has forced a system on us where success is determined by how much money our organization makes.  But does that have to be the only indicator of success within an organization’s walls?

WHAT CAN BE

Too many people are too wise.  They know that at the end of this game life there is a “bottom line” that supersedes the bottom line of their wallet and the organization’s spreadsheets.  It’s the quality of life equation. 

Too many people know that you can provide the highest wages, but doing so does nothing to ensure the highest levels of productivity.  What does?  The biggest factor in the quality of life equation is relationships. 

Yet (and here’s the catch), too many people wait for someone else to build the relationship with them.  These same people default to the belief that if they have a different job, or a different spouse, then they will have greater relationships.  All the while, these people miss the point: they are the one responsible for the health of all the relationships they are in.

Today, what will you do to build stronger relationships around you?  The quality of life equation is not a “secret” (regardless of what any movie says).   How will you listen more – give more – care more – show greater interest – forgive quicker – be more proactive – be clearer – take more responsibility – show greater accountability – and do more for those around you?

Your boss is no longer the greatest predictor of your performance and job satisfaction.  You are.  Regardless of your occupation, build the job you want to have.

What is the difference between what “might be” and what “can be”?  You decide.

WHAT APPEARS TO BE

A recent Microsoft on-line survey with 40,000+ participants revealed that in the average work week, over 17 hours are “wasted in meetings.” Wow. Assuming the average white-collar worker spends 50 hours a week at work that equates to roughly one-third of the week.

At the same time the Families and Work Institute reports that half of the workforce feels overworked. I’m not a mathematician, but there is an apparent error in this formula.

How much time do you spend in meetings each week? Could you stand to save some of that time?

WHAT MIGHT BE

There is a plethora of books and trainings that exist on how to manage meetings more effectively. Yet, if 17 hours a week are still going down the drain in trivial get-togethers, might it be possible that the current strategies are not effective?

The vast majority people we interview on this topic report that in most of the meetings they attend one of two things happen: the meetings are dominated by a few people who tell the others in attendance their opinions; or everyone spends time sharing their perspectives and the meeting goes off track, finishing with nothing accomplished and no plan for moving forward. (In fact, in addition to wasting time, might it be that some of the meetings in your organization actually cost much more than time as trust, communication, etc. deteriorate?)

The ego was built to be heard. And we all have an ego. On those days we can’t control the “ME! ME! ME! Mechanism” it leaves a path of destruction. And then leaves us baffled when others can’t see what we see. ‘Hey,’ our ego rationalizes, ‘they brought me here to lead, to make a difference. They’re paying me to deliver results. I said my share – it’s their fault if they don’t listen to me…don’t follow my suggestions.’

WHAT CAN BE

Okay, let’s get real. Start a revolution in your organization by doing what you know works. First, you be the one who models leadership. You can be the one who doesn’t blame others for ineffective meetings, and instead does what you want everyone to do: actively contribute to a more effective model for meetings.

Secondly, kindly acknowledge your ego, and then rather than telling others what must be done to make meetings more effective, ask them what must be done. Ensure that someone is taking copious notes and choose the top three ideas.

Step three: ask the others how everyone will hold themselves accountable to the top three actions chosen – and then execute.

Follow the three-point plan above and then focus on all the times the team delivers what they said they would deliver. Then watch the wasted hours disappear.

Where did we learn to make things better by complaining about it? Consider that everyone in every meeting you attend has the same gripe about wasted time…and the reason nothing is getting done about it is because no one – until you – has had the courage to do something about it: to ask the right questions.

Is it possible that the reason people feel overworked is not because of the workload they carry, but because of how they handle their workload? That all changes now: In your own revolution. In the next meeting you attend. With the two simple questions above.

What is the difference between what “might be” and what “can be"? You decide.

Click here for more information about our leadership philosophy.