Workplace stress can have a damaging impact on individuals as well as the wider business. It’s important that senior staff members do what they can to help minimise workplace stress. Here are some practical steps.
Always clarify your expectations — Stress sufferers require plenty of managerial support to help them overcome feelings of workplace anxiety, so always be prepared to clarify what’s expected of them and share any information or updates which may help them relax at their desk. Feelings of uncertainty are one of the biggest root causes of stress, and place additional pressure on employees, causing them undue panic and worry.
Involve your staff members in the decision-making process — While it’s important to maintain a company hierarchy, involving your staff in the basic decision-making process will alleviate stress and ensure they’re completely committed to the role. By involving staff in the process, you’ll open a healthy dialogue between colleagues, and provide a platform upon which people can express their worries and concerns, rather than bottling them up until they culminate in an unhealthy problem.
Make an effort to praise good performance — As a business leader or manager, it can be difficult to know when to give praise to employees — and even more difficult to find the time to do so. However, offering regular praise to your employees is a great motivator, providing positive encouragement that can help alleviate excess stress and pressure. This is particularly true of people who have only recently joined the business and will provide them with the much-needed reassurance that they’re doing a great job.
Find time for one-on-one communication — Making time to have one-on-one catch up meetings with your staff is one of the best ways to manage workplace stress and anxiety. Communication of this kind will not only lower their stress levels, it will provide useful insight into how individual members of your team think and work, helping you make improvements in the workplace that further reduce stress and anxiety.
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Entrepreneurship is much more than starting a business.
It’s a way of life, a boundless rush of adrenaline that transforms into a powerful obsession.
You can live the entrepreneurial spirit in the corporate workplace too. Though the conventional workplace still holds influence over an employee’s attitude and mindset, entrepreneurship is now becoming a corporate necessity and a compulsory part of an employee’s job profile.
No matter what position you hold in an organisation, seize the opportunity to be an entrepreneur and make your role your own. Recognise opportunity and find the value of taking risk. Thinking like an entrepreneur will enhance your role and prepare yourself for the future.
Dr. Daniel Park will be facilitating an innovative 5-day GLOMACS training “Mastering Entrepreneurship” which is designed for all those who want to enhance, update, and refine their entrepreneurial skills. It is also very applicable to aspiring entrepreneurs, corporate “intrapreneurs”, corporate venture officers, and those who would like to develop or strengthen the skills and enhance the climate of innovation and/or entrepreneurship in their organisations.
Dr. Daniel Park is a Senior Consultant with GLOMACS and he has worked in business strategy and strategic management for the whole of his career. Dr. Park has doctoral-level qualifications in economics (PhD) and global business strategy (DBA). He has recently been appointed to the Editorial Advisory Council of the “Harvard Business Review”.
Survey reveals that managers spend between 18–26% of their time dealing with conflicts. That’s 10 hours of your valuable time per week!
Organisational conflict is emerging as a key workplace issue. There is a lack of willpower and/or expertise to deal with conflict and have many theories as to why it occurs and what to do when it happens. From being an annoying distraction, conflict in a team can quickly spread, to damage relationships, lower productivity and morale and in extreme cases lead absenteeism, disruption, lawsuit and even strikes.
The management of conflicts and difficulties is one of the most misunderstood, time-consuming and poorly handled of leadership responsibilities. Most leaders, managers and supervisors regard ‘conflict’ as something negative. However, if it is used and managed well and occurs in high-trust cultures, conflict can be a powerful source of sustainable competitive advantage.
Organisational & Personal Development Expert Mr. Richard G. Lewis is scheduled to deliver a 5-day training on “Managing Conflicts & Difficult Situations” in Vienna.
According to Mr. Lewis, this is an essential training for Leaders, managers and team leaders/supervisors who need to take charge of – and resolve – conflicts or difficult situations that could have a negative impact on performance, effectiveness and relationships. It would also benefit junior/middle managers new to their role, or with experience but little previous training.
In an ever increasing pace of Life and Business, it becomes even more important to remove stress and operate with heightened sensory acuity.
Firstly, most people deny that they are stressed or affected by internal or external factors. Secondly, the most important thing that you have is not Money or other things, it is TIME. You can’t save it, you can’t stop it, and you will run out of it so why not learn how to use it properly. As the cost of stress to the employer continues to grow, organizations must recognize stress in their employees and train management to manage stress productively.
A recent survey showed that 1 in 5 people report their work to be very or extremely stressful, citing the nature of their work, relationships at work or their employer as the cause.
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In the current business world there is a need to bring in external consultants and contractors in order to improve organizational performance; or have subject matter experts on hand to advise and deliver value for money solutions for ongoing projects. It is critical therefore, that any consultant or contractor who is engaged for their knowledge and expertise, demonstrate integrity and value for money throughout the term of the project/contract.
Organizations must demonstrate that temporary engagement contracts are well planned, effectively procured, well managed and comprehensively evaluated. Thorough planning is essential to create a solid foundation for procurement decisions and delivering value for money by clearly establishing the business need, carefully considering the internal and external options for meeting this need, and taking account of the costs, benefits and risks of alternative options.
Continue reading “Managing & Negotiating with Consultants & Contractors: Selecting, Developing & Working with Suppliers”
An effective safety culture is widely accepted as being the essential component of an organisation’s safety management system.
Culture is to an organisation as personality is to an individual in that each individual has one and each organisation has one. A culture, just like a personality, is unique to each organisation however a culture can either be supportive and stimulating or, if not carefully developed, highly debilitating and destructive.
Continue reading “Developing an Effective Safety Culture”
Developing marketing plans and strategies in today’s fast-paced business environment is the most challenging it has ever been. There is an increasing choice of interactive devices, platforms and channels that customers use ranging from smartphones and tablets to social networks and search engines. In order to maintain market leadership, organisations have no choice but to innovate rapidly to stay ahead of the competition. However, creating a culture of innovation doesn’t come easily.
Continue reading “Market Leadership & Marketing Strategies”