5 Benefits of Solitude photo Shannon Cassidy

5 Benefits of Solitude

Shannon Cassidy Leave a comment

As active participants of life, as doers and shakers, as people who want to make a difference, we are busy.  But like anything in our world that gets out of balance, working without rest can lead to consequences that negate the positive results of our work.

Bob Kull, author of SOLITUDE: Seeking Wisdom in Extremes, wrote,

We tend to value activity above everything else, but all beings need to rest and recuperate. The widespread occurrence of depression in our culture may be linked to our refusal to allow ourselves quiet time. Feeling the need to be constantly busy can prevent us from turning inward. When we are out of balance, our activity doesn’t arise from a place of stillness and wisdom. 

Solitude, especially in our society today, is not a luxury or an activity we pencil in on calendars. It is a need.

Solitude is not a luxury or an activity we pencil in on calendars. It is a need.
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The benefits of solitude should propel it to a list topper of our priorities.

5 Benefits to Solitude

  1. Rebooting the brain. Being “on” or even working diligently doesn’t allow your mind a chance to turn off and rest. Even when you are watching a movie, your brain is working to listen actively and follow the story. But when you are alone and without any distractions, your brain can recharge.
  2. Working through problems. When you sit with a friend and talk, your mind is engaging in your friend’s world as well as yours. It may be an effective way to process your problems and emotions, but to find a solution and come to peace with it requires solitude.
  3. Finding your voice. When you are with people, it is easy to blend your voice with theirs and come to group thoughts and decisions. The influence of others is inevitable. But when you are in solitude, the noises are gone and you are able to hear what you truly want to say and believe.
  4. Improving your relationships. In spending time alone and seeking to understand yourself better, you become a better wife, friend, boss. You will also find yourself appreciating your loved ones more after some quiet time in reflection.
  5. Satisfying your own needs. It is extremely easy to become dependent on others for every emotional or physical need we may have. Our society encourages “togetherness” much more than solitude. But it is in the stillness of being alone that we learn that each of us is indeed, enough. We discover ways to become more confident in who we are. Gratitude and happiness can then take root.

Ester Buchholz, Ph.D. in The Call of Solitude wrote,

Being alone gives us the power to regulate and adjust our lives. It can teach us fortitude and the ability to satisfy our own needs. A restorer of energy, the stillness of alone experiences provides us with much-needed rest. It brings forth our longing to explore, our curiosity about the unknown, our will to be an individual, our hopes for freedom. Alone time is fuel for life.

Solitude is important. And it’s important to note that solitude is not isolation. Isolation is running from something. Solitude is resting in the beauty of being alone.

 

Sources:

http://www.newworldlibrary.com/ArticleDetails/tabid/230/ArticleID/152/Default.aspx#.VrJEBLIrLIU

https://www.psychologytoday.com/articles/199802/the-call-solitude

https://www.psychologytoday.com/blog/high-octane-women/201201/6-reasons-you-should-spend-more-time-alone

 

managing your energy photo Shannon Cassidy

Managing Your Energy

Shannon Cassidy Leave a comment

When you think of energy management, you might think of this standard definition: “Energy management is planning and operation of energy production and energy consumption units.”

But what about energy management in people?

A human’s capacity for energy is finite; a fact that many of us ignore. We work for long hours, telling ourselves that as long as we have caffeine or motivation, our energy will go on and on.

It won’t.

To achieve maximum productivity, you must manage your energy. That’s the message of Allison Green Schoop, associate strategy director at global design firm frog.

So how do you manage your energy? Look at it as sprints and recovery. We all know we are going to have big sprints — that’s what makes pursuing a project or business so exciting. The balance between sprints and recovery is key in being your most productive.

How do you manage your energy? Look at it as sprints and recovery.
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To Manage the Sprints:

Monitor your energy levels. We all have different internal rhythms: Some of us are night owls, while others’ brains shut down after 10 p.m. To find out what time of day your energy levels are at their peak, try setting your smartphone to beep every hour and note what you’re doing, how your energy is and what might have affected it, such as whether you just ate a huge, carb-heavy lunch. At the end of a week, assess your notes and look for patterns.

Don’t force it. Once you know your natural energy rhythms, try to honor them. If you experience a 3 p.m. slump every day, for example, trying to power through it will do more harm than good. You won’t be working efficiently, your results will be poor, and you’ll drain even more energy from your mind and body. Instead, during a slump time, try taking a quick walk or doing stretches in your office.

Adjust accordingly. You don’t have to be a slave to your energy levels, of course. Test different ways of energizing yourself, such as exercising, eating different foods, getting lots of water or sleeping more to find out what works best for you. One of my friends finally motivated herself to work out every morning when she realized that doing so eliminated the 3 p.m. slump that had plagued her for years.

To Make Room for Recovery:

Schedule it. No matter whether or not you think you need a break, schedule fun or relaxation activities in advance and stick to them.

Double the break you think you need. You might say, “Sure, I’ll take a break this evening— I’ll give myself a whole hour off!” Not good enough. Whatever the break you think you need, double it. You are most likely underestimating the toll that all of your hard work is taking on your body and mind — even if you’re having fun.

Enlist family and friends. If you schedule a weekend get-away with family or friends, you’ll have no excuse but to unplug. Family and friends can be great accountability buddies for taking the breaks you need.

Break down your biggest goals into achievable, measurable chunks and reward yourself often! For every day that you make a massive to-do list, add a “reward” item at the end that brings you joy.

Sources:

http://www.inc.com/leigh-buchanan/maximize-productivity-manage-energy.html

https://www.americanexpress.com/us/small-business/openforum/articles/7-ways-to-manage-your-energy-for-optimum-productivity/

http://www.forbes.com/sites/yec/2011/05/30/5-tips-for-managing-your-energy-not-your-time/#27e509816c4a

Tips for Making Sure Your Performance Reviews Are Productive

Tips for Making Sure Your Performance Reviews Are Productive

Shannon Cassidy Leave a comment

Performance reviews are a staple of many company’s management strategies, but they aren’t always helpful. If not properly done, they can become homogenous and their insights insignificant. If you’re in human resources or management, here are five tips that will help make sure your performance reviews are useful for both your company and its employees.

Make Time for Performance Reviews

Performance reviews are often neglected because there’s not time to complete them. They’re another task that managers must complete, but time is rarely devoted specifically to them. Managers are forced to fit performance reviews into already hectic schedules. What should be meaningful conversations become five-minute meetings that take place between (or even during) other tasks.

A year, or even six months, of work can’t adequately be assessed in five minutes. If performance reviews are to provide individualized insights into employees’ performance, there must be time specifically set aside for them. Consider giving managers a half hour to an hour that’s solely to meet with an employee and discuss how they’re doing. If managers will still be tempted to shortchange the time, give them funds to go out for lunch with each employee. Conducting a review during a meal will ensure that there’s adequate time.

Speak About Specific Situations

Just as you want to hear about specific instances from interviewees, managers should speak of specific situations when conducting performance reviews. Every item on a review should be supported by a specific example. What employees do well should be precisely detailed, along with the exact things they can do to improve.

Keep Ongoing Notes to Reference

Performance reviews are meant to cover a specified amount of time, often either six months or a year. Many times, however, only the weeks immediately preceding a review are assessed. It’s too difficult to remember everything an employee did over several months or a year, especially when managing multiple employees.

In order to accurately assess an employee over the entire duration of a review, managers should keep ongoing notes on all of the employees they oversee. While employees in your company may already be written up for serious errors, managers should also keep notes on the good things that employees do. These notes will help form the foundation of a comprehensive review, and they can provide specific examples for the review.

Suggest Ways to Improve

Performance reviews shouldn’t just be about what the employee has done in the past. They should also give the employee ways to improve in the future. When critiquing, don’t just be critical. Be constructive. Help employees identify ways they can improve, and offer to help them as they strive for those goals.  Although there may be some negative items on a review, offering constructive ways to improve will give employees hope that they can get a better review in the future.

Have Two-Way Conversations

Performance reviews are much more productive when employees are actively engaged. To encourage employees to take part, turn reviews into two-way conversations rather than one-way monologues. Even if you don’t want to debate an employee’s review with them, they should at least have an opportunity to ask questions and explain their personal goals.

Don’t let your company’s performance reviews become a mere formality that managers squeeze in. Instead, make sure they’re a valuable part of your company’s management strategy by making time for them, speaking about specifics, referencing notes, being constructive and having a conversation. These five actions are simple, but they’ll have a profound effect on how beneficial your company’s performance reviews are.

 

step-by-step conflict resolution Shannon Cassidy

Step-by-Step Conflict Resolution

Shannon Cassidy Leave a comment

Conflict resolution is a primary human resources function in nearly every organization. While this task is rarely an HR professional’s favorite to tackle, conflict resolution is necessary for a positive work culture, improved productivity, risk management, and limited turnover. The good news (or the bad news) is that the outcome of conflict resolution is largely based on the mediator, who is often the HR professional. The HR professional has a responsibility to conduct a productive, meaningful conversation, keeping both employees on task and producing results that satisfy each party.

Even with the most difficult personalities, conflict resolution doesn’t have to be hard. Following these steps can eliminate the chaos and transform conflict resolution into a calculated science.

Choose a Private, Neutral Setting

Conflict resolution should never be done in front of other employees, clients, or guests. Selecting a private, netural location such as a private meeting room, a human resources office, or a small conference room prevents humiliation and promotes honest conversation.

Always Schedule in Advance

When employees are caught off guard, they tend to show increased defensiveness, anger, and frustration. Always schedule a conflict resolution meeting in advance, and whenever suitable, tell both parties why the meeting has been scheduled. This prevents the defensiveness and other negative responses that come from a surprise attack and allows employees to gather their thoughts in advance.

If numerous employees are having interpersonal issues with the same person, schedule multiple one-on-one meetings.

Define Clear Goals

Once the meeting has started, the HR professional’s first order of business is to define goals for the meeting. Defining goals establishes purpose for the meeting, which is vital for a meaningful encounter. Without established and clear purpose, conflict resolution often evolves into a never-ending merry-go-round of insults and accusations. Some possible goals for a conflict resolution meeting include:

  • To establish a plan for completing a project together despite differences
  • To overcome differences to better provide for our clients, guests, patrons, or patients
  • To complete specific tasks that have been a point of conflict, such as scheduling vacations, defining roles, or making decisions

Overcoming differences between employees ultimately provides a more positive experience for clients, guests, patrons, or patients, so the second goal should be included in nearly every conflict resolution meeting. It draws their attention to the bigger picture and provides clear direction for the meeting.

Give Each Party an Opportunity to Share

Provide each person time to share their viewpoint and concerns, following basic ground rules:

  • Conversation must be respectful at all times
  • Each party speaks in turn only
  • Yelling, swearing, name calling, or any other display of disrespect or aggression will end the meeting immediately and result in discipline.
  • Conversation should stay on task, addressing specific situations that have brought issue and not personal character

Limit this time to 5 minutes each and don’t allow response following statements. One person speaks, the other speaks, and then the meeting moves forward.

Brainstorm Solutions

While most employees who have a tense working relationship will never agree on every point, focusing on solutions can encourage them to look past disagreements to perform to their full potential. Take ample time to discuss solutions, and request ideas for resolution from each party. If either employee is quick to shoot down ideas, request a better suggestion.

Establish a Plan

Establish a clear plan going forward. Which employee will take on which responsibilities and when? All parties should know the plan and their specific role in it when the meeting is concluded.

Conflict resolution doesn’t have to be hard; stick to the steps, remove personal feelings, and work to accomplish defined goals and and stay on task, and conflict resolution will no longer be laden with dread.

5 Tips for Transitioning to a Mobile Workforce Shannon Cassidy bridge between photo

5 Tips for Transitioning to a Mobile Workforce

Shannon Cassidy Leave a comment

Virtually commuting to the office is becoming more and more popular. Working remotely has advantages for both employees and employers, but it poses unique challenges for managers. Effectively managing a virtual team requires both traditional management skills as well as an appreciation for long-distance professional relationships. If you’re a manager in a company that’s transitioning from a physical office to a remote setup, here are five tips for managing a mobile workforce.

Set SMART Goals

SMART goals, which are specific, measurable, attainable, relevant and time-oriented, are used in many managing situations (including traditional offices). They’re especially useful in virtual settings, when you aren’t able to physically monitor employees’ work. As your immediate oversight diminishes, the role goals have increases.

As your team transitions to a remote setup, adjust by relying on quantifiable goals more. Focus more on project completion and meeting deadlines, and less on how a project was done.

Insist on a Schedule

One of the primary reasons employees want to work remotely is so they can integrate their professional and personal lives. Having flexibility to arrange professional work around personal interests is a significant benefit, but it also is a potential danger. Some employees struggle to stop working and enjoy their free time, which can lead to burnout. Other employees have the opposite struggle: They procrastinate and have a hard time working, which leads to rushed work and missed deadlines.

As a manager, you have a duty to make sure your employees don’t burn out and meet their deadlines. Insisting on a schedule can help guard against the two risks. Give your employees the freedom to create their own schedule, but insist that they stick to the schedule they create.

Check In Often

Virtual environments aren’t conducive to two-minute conversations that often happen at the water cooler or on the way to the restroom in a traditional office. While most of these conversations revolve around insignificant small talk, they also provide you, as a manager, with an opportunity to address minor issues. Without these short conversations, small issues can balloon over time into major problems.

In order to address small things before they grow to be serious problems, schedule regular check-ins with your employees. You might try:

  • having a weekly team meeting
  • seeing how each employee is doing weekly
  • switching from annual reviews to shorter monthly reviews

Pick Up the Phone

Working remotely is primarily done online, using computers and tablets. Phones can also play an important role in your management strategy, though. Phones let you communicate more efficiently, and they make it easier to express yourself. Whenever a deadline is pressing or a message could be misconstrued, call your employees instead of emailing or texting them.

Remain Professional

When you don’t see your employees every day, it can be easy to forget that they’re your colleagues. While the stereotypical virtual employee might be a young 20-year-old sipping lattes in a local cafe or a stay-at-home parent still in their pajamas, your employees don’t fit this stereotype. They’re the same professionals that worked in your office, and they deserve to be treated professionally. All communication should be sent in a professional tone.

As your company transitions to a virtual office, you’ll face unique management challenges. Use the techniques you’re familiar with, like SMART goals, but adapt your knowledge for the virtual world. In time, you’ll come up with creative solutions, like these tips, that address the challenges you face and help you effectively manage your team remotely.

Source

http://www.hr.virginia.edu/uploads/documents/media/Writing_SMART_Goals.pdf