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Live to Work or Work to live?

The old saying of “live to eat or eat to live”, attempts to temper our appetites. I contend we exchange the word “eat” for “work” to see where the American culture heads when it comes to work.
Pundits spew ideas about work-life-balance. I contend there is no balance, just choices.  This idea relates to the work-a-holism that overtakes many—It is a national addiction!
After interacting with hundreds of people in my seminars and coaching practice, I find many people take pride in never taking a break. They wear their accumulated vacation days as a badge of honor.

I was mystified and had to research why. Based on my anecdotal “evidence”, here is what I think is going on:
1.    People are afraid to stop long enough for a break because they will lose momentum and not want to return!

2.    People are afraid of being replaced.

3.    Someone will notice how well things are rolling without them, so they could be laid off.

4.    Addiction to the process.

5.    Wrapped an identity around their position.

6.    It gives them personal power they may not have in their personal lives.

7.    Think about those who eat lunch at their desks!

8.    A need to be in perpetual motion so they don’t have to think about how things really are.

9.    People leave, but are always checking in. This send a terrible message to team members that you don’t trust them or you are the only one with the answers. Parents often do this too.
10. Bloated sense of self-importance.

I once had someone say he was afraid to stop because he wasn’t sure he could resume his pace because he really did not enjoy his work.
The issue with all of the above is they are fear-based responses.
Instead of celebrating how well one has organized a project or department so that it functions while one is on vacation, the “nay sayers” remain on “watch.”
Simple Antidotes


·     Laugh more . Watch funny movies.
     An easy break can be simply leaving the scene for a lunch hour.
·      A change of scenery does wonders for energy boosts. Get out in nature.
·      Gazing at a photo or painting that reminds you of a happy time.
·      When we can take a week or two, see it as reward for a job well done. Once our perspective is clear, the departure is much easier.
·      Use the “absence makes the heart grow fonder” approach. Give your team time to miss you and appreciate what you bring to the team.
·      Read something you have always wanted to instead of going to a movie.
When you give the company back your vacation days, that refund undermines the powerful benefit vacation can bring to your life. Consider why many companies have sabbaticals for extended periods of time after 10 years of service, for example. Research shows that performance is boosted upon return. The brain is clear and a fresh outlook can bring one’s work into sharper focus.
If you have a family, vacation days are precious links to reconnect with the family routine. It is a time to participate in the “little things” that mean the most.  

Embrace the opportunities to share yourself with others. Provide quiet time for your self-reflection. 
Reward is in the choosing. It is up to you. Make the choice to enjoy your reward. You’ve earned it!
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Business Literacy in Action Part 4

In Part 4, we will share more ways for you to accelerate what you are already achieving into best practices and a case study.

Please accept five Coach Cubas Coins as a personal gift and invitation to enjoy a personal coaching session. Register your coins here.

As a thank you for engaging with me, please

One of my favorite books is by David Campbell, If You Don’t Know Where You Are, You’ll Wind Up Somewhere Else! It is a take from Alice in Wonderland when the Cheshire Cat asks Alice where she is going. She answers she does not know—then the cat says, “Then it doesn’t make a difference what path you choose.”
_________________
This idea of knowing what direction to follow is in line with Business Literacy. When I am invited into a company, I include conducting a gap analysis and an overview report on the flow of operations and communications. This documented flow is critical for success and accuracy within a company. Also, it provides a “hard edge” and concrete data to company people with styles that seek numbers or lists. By documenting flow, it is important to identify what is being measured.
In my experience, many companies are measuring elements that are not the issues that will improve the flow. Often, they are conducted to confirm what senior management wants to believe and proves that point with data. We call this a confirmation bias.
Pursing a confirmation bias exercise can be costly and interruptive. A recommended start to developing an appropriate metric is to survey all people who touch the business including outside vendors and providers.
Here is a simple start your survey:
1.    How easy is it to engage with (Company Name)?
2.    What do you expect when you contact (Company Name)?
3.    What is the impetus for the audience to do business with (Company Name)—Price, location, delivery options, responsive service, convenience, other ______________________.
4.    How does the company communicate with you?
5.    How effective is your website to deliver on your promise?
6.    When was your last operational review conducted?
7.    Putting yourself in the customers’ shoes, what does your audience need to know to do business with you?
8.    What are three things that will demonstrate that the company hears you?
9.    What is the objective of your tracking mechanism?
10.  How will you announce the launch to your team?
11.  Where do more than 75% of resources flow?
12.  What mechanisms are used to connect your strategic plan with business goals?
Keep the focus on your over-arcing goal, which is to create a Balanced Scorecard that will drive action toward a desired outcome.

Now take a step toward introducing Business Literacy into your company or organization. Let’s discuss a plan of action that will work for you.-MC

Review:
In Part 1, we introduced and defined Business Literacy™.
In Part 2, we pointed to building best practices and how to begin that process.
We linked it to continuous improvement across the business enterprise.

In Part 3, we discussed “how” you we can accelerate what you are already achieving into best practices.

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How Business Literacy Can Solve Organizational Issues Quickly Part 2

Business Literacy is a way to analyze and measure a company’s impact on internal and external audiences. In this part, we will ask more questions than we answer. Ultimately, our effort will resemble a gap analysis.

The  Business Literacy method is devoid of judgment. Our objective is always to “fall forward”, analyze, measure, and focus on continuous improvement, not lay blame. Be sure to frame any survey or meeting environment that no one gets to be wrong—we are fact finding for the good of the house.

I advocate to clients to begin with the easy steps:
1. Where does communication flow slow down? Consider where there is a lag in responsiveness. How long does it take to receive an answer to your questions?
2. At an all-together meeting, ask around the table how each person relates to the mission of the company. Observe where there may be confusion or hesitancy. For example, at our VMP sessions, I introduce rules of engagement to put participants at ease. It  is important to underscore the learning value to be gained from the engagement.
3. Encourage project participants to ask “why”. Have them continually answer the why until they no longer have an answer and have to ask someone else.
4. Review Business Literacy-Part 1 in a previous blog post. Have your team members complete each answer.

Starting here will produce awareness for you to stand with your team and continuously more forward.

Looking forward to witnessing your progress. Please email your findings.

Regards, your coach,
Michelle Cubas, Business Analyst & Certified Coach, CPCC, ACC

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