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0 Unwritten rules of the workplace: What every mentee should know
Every organization has procedures and policies, formal written rules that tell employees clearly what they should and should not do. However, every organization also has a second set of dos and don’ts—a list that few (if any) will tell you about, but that leaders and colleagues will expect you to know and follow.Mentors can help their mentees avoid the discomfort of breaking these unwritten rules. Making mentees aware of the proper etiquette for their organization will help them create a positive impression, which, in turn, can help build a strong reputation and develop critical relationships that can lead to valuable opportunities.Below are some of the most important—but not always intuitive—unwritten rules that you can share with your mentee.Be aware of nonverbal cues. When someone doesn’t like what you’re doing or how you’re doing it, they will often tell you with their facial expressions and body language before they will tell you aloud (if, in fact, they ever do). Watching nonverbal cues can help you determine when you are breaking an unwritten rule.Take “John,” for example, a great guy and a hard worker with an unwitting habit of standing too close for people’s comfort (even before social distancing) when he talks with them. People step back, lean away, and sometimes even hold items in their hands further out in front of them to create additional space. But John is oblivious to these efforts and simply moves closer. He is a nice person and a skilled professional, but this habit unnerves his coworkers and makes them eager to get away. People are too uncomfortable to talk to him about it, but if he paid attention, he would note others’ reactions and realize that they are telling him loud and clear with their body language.Observe your colleagues carefully and watch their nonverbal cues not only to you, but to others as well. You can learn plenty about the unwritten by observing the unspoken.Speak carefully. When you are eager to establish your credibility, build relationships, or contribute to a project, your first instinct may be to jump in wherever you can during conversations and meetings. But you must be cognizant of the way you talk, as this is often just as (or more) important than what you say.Basic common courtesy and conversation skills are unwritten expectations in the workplace. Be polite and professional in every conversation. Don’t interrupt others or clearly demonstrate that you are waiting for them to finish so that you can jump in. Give the person who is talking your full attention—put down your phone or look away from your screen, make eye contact, listen to what they’re saying and, if the situation warrants, take notes. Speak clearly and loud enough to be heard, but make sure you aren’t too loud or forceful. Be aware of your tone and how you word things. For example, are you saying “I” when you could be saying “we”? In less formal conversation, avoid gossiping or complaining about coworkers and oversharing about your personal life.Another important rule is to pay attention to names. Not only is it good to know who is speaking (especially when you are new and still learning who’s who in the room), but it can communicate a lack of care or professionalism if someone must tell you their name more than once. In this same vein, make sure you introduce yourself when appropriate and others when you bring someone to a meeting or stop to have a conversation in which other participants don’t know each other.Show consideration for others. Working in an office means sharing space with other people, and when you share space with the same people for eight hours a day, you can get a little too comfortable. But no matter how well you get along with your coworkers, there are some considerations you should show daily as a matter of keeping things professional. Be mindful of the people you work with. Keep your workstation clean and organized. Cleanliness shows courtesy to others in your workspace, and you never know who is going to walk by or stop at your desk—a dirty desk does not leave a clean impression. To avoid disturbing those around you, keep the volume on your computer low or use headphones, and keep conversations short and quiet in spaces where other people are trying to work. Keep your voice down when taking professional calls at your desk and make personal calls on your cell phone in the hall or other common areas.Strong smells can be just as inconsiderate as loud sounds. Avoid heating or eating odorous food in your shared workspace. Likewise, don’t wear too much perfume or cologne—overpowering scents can be unpleasant and can make some people sick. Swish mouthwash or chew gum or mints after drinking coffee or eating lunch.
0 Gratitude is Within your Power
In this month’s newsletter we will examine the power of gratitude as a proven antidote for reducing stress and attracting successful outcomes. The Yale Center for Emotional Intelligence defines gratitude as “a state of mind that arises when you affirm a good thing in your life that comes from outside of yourself, or when you notice and relish little pleasures.” According to the experts, gratitude is within your power, which means- you can tap into it whenever you need. Thank your mentor Mentors have the uncanny ability to alter our lives personally and professionally, often without even realizing it. When mentorees are in the trenches, tackling development goals and juggling multiple priorities, it can be difficult to pan out to the wider perspective and see your mentor’s impact. Quite often a mentoree will share with us a long list of things they have gained from their mentoring partnership, but then the mentor from that same partnership will worry that the mentoree isn’t getting what they need or enjoying the experience. Take a quick minute to make sure your mentor knows how much you appreciate them. Over the next few weeks pay attention to the lessons you are getting from your mentor and express your gratitude. Be sure to explicitly state what you like about being in a partnership with them. By the way, it is never too late to thank a mentor- even one you worked with years ago. If you have achieved a particular career goal or maybe even felt inspired to enroll as a mentor yourself, send a note and tell them how they left an impression on you. Use your mentoring practice to… pivot: There is no better time than now to use the skills you’ve polished as a mentoring program participant to stand out as someone who is rising to the occasion and demonstrating leadership potential. Here are some examples: Remote working: Many mentoring partners need to collaborate from a distance, using virtual resources to stay in touch. Think about the strategies you’ve used to maintain effective communication with your partner and put those to use with your day-to-day work. Demonstrate technological savviness for others and share tips for staying productive despite location. Work/life balance and time management: Often mentorees learn wellness techniques from their mentors as a means for reducing stress and eliminating emotional triggers. Now, more than ever, is the time to integrate some of these ideas into your new approach to work. Problem-solving: Your mentor has likely shared anecdotes about how they have helped their teams navigate challenges or difficult projects. Maybe you’ve even had an opportunity to observe their leadership skills in action. If you’ve learned a tip or trick that might improve a process or make your manager’s life easier, share. Keep a joy reserve Brené Brown, professor and lecturer, writes a great deal about living a life full of gratitude and joy. In her work, she has warned against “foreboding joy”- our reluctance to let ourselves feel happiness and joy when something good happens because we’re immediately nervous that it will be taken from us. If our supervisor tells us we did a good job on something, we might not be able to relish our accomplishment because we’re overwhelmed by a trickier project that’s running off track. Being selected for greater responsibility or a new assignment, might simply trigger worry about messing it up and disappointing others. If something great happens, let your mentor know. Your mentoring relationship is a safe place to celebrate achievement and build a reserve of happiness to cover you if truly anxious moments hit. Make gratitude a daily practice Establishing gratitude as daily practice or routine helps to start your day on a positive note. Taking time to observe simple pleasures is a way to acknowledge the value of the things you have in your life. Sometimes even focusing on a simple task such as tidying your desk can create a moment for quiet reflection. Start with gratitude and make time for it throughout the day. Here are some ideas to get you started. Write down five things that you’re grateful for: Time spent with your mentor A fulfilling and purposeful career An act of kindness from a co-worker Warmer days A good cup of coffee Another way to practice gratitude is by acting as a beacon of positivity for others. For example: Stay above office gossip Be a voice of optimism Pay kindness forward Regularly write notes of appreciation Write your own story- if you don’t like it, change it If you’re feeling lackluster about your current position and hoping for something new, it shows. Sometimes we can’t help ourselves but answer a simple “how are things going for you?” with a heavy sigh. Maybe we aren’t where we want to be in our career or are unsure how to make the move to the next position or a new department. Try changing the story. When people ask how things are going, tell them that you’re participating in a mentoring program, feeling energized to learn new leadership competencies and make the jump for applying to something new.
0 Resilience-Surviving and Thriving During the Pandemic
A note from Kathy Wentworth Drahosz: Working from home is presenting many new challenges including figuring out ways to stay productive and communicating virtually with your supervisors, team members and customers. Sharing office space and technology resources with your loved ones is creating another dynamic that you may not have had to deal with in the past. With so many competing priorities, your mentoring relationship might seem like the easiest thing to postpone until things get back to normal. When actually you may need to connect with your mentor (and they with you) more now than ever! Mentors can provide a sense of community, connection and support in the midst of all the chaos that surrounds us these days. In this newsletter, I have invited one of TTC’s strategic partners, Ellen Kandell, to share her thoughts on resilience and how to thrive in this new environment. Social distancing is almost two months old and it doesn’t look like it will be ending anytime soon. Your hair is shaggy, your roots are showing and you’re not looking your best. If you are a leader you may be concerned about employee productivity and how you will regroup when this crisis is over. It’s causing lots of stress for everyone. Resilience is about getting through this challenging stressful time, adapting and eventually thriving. What is Resilience? Responding well in the face of adversity, trauma or significant stress is how psychologists define resilience. Handling the challenge and bouncing back is part of resilience. Learning from adversity and the ensuing personal growth is also involved. Resilience isn’t necessarily a personality trait that only some people possess. Rather, it is an ordinary trait that can be learned. Increasing our resilience requires time and intentionality. Our ability to learn and grow from trauma is what resilience is about. Resilience Killers Sheryl Sandberg and Adam Grant have researched resilience, written about it and developed an organization to foster resilience. Psychologists have found that there are three beliefs that kill resilience. They are personalization-we are at fault, permanence-this crisis won’t end and pervasiveness- it impacts everything. In actuality none of these beliefs are accurate. If you get stuck on these tracks your resilience will suffer. The strategies below will help foster this important human trait. Strategies to Foster Resilience Connection: Prioritize relationships with people you care about. Reach out to those individuals during good and bad times. Find groups of people who share similar interest or passions. Pick up the phone rather than sending a text because it builds a stronger personal connection. Focus on deep listening and empathetic communication. Lately a lot of groups have been meeting for virtual lunches on Zoom. Foster community: Teams often have their own culture and traditions. Sometimes these can be replicated or reinvented in an online environment, such as the Friday Zoom happy hour that my husband’s office organizes. These connections are important to remind you of your purpose. Organized clapping sessions have begun outside of hospitals to show love and appreciation for healthcare workers, see #clapbecausewecare. Wellness: Stress influences our body and mind. Exercise helps release stress. Getting outdoors changes your perspective. Try a new activity like Tai Chi or Qi Gong. Purpose: Scientific research on resilience has shown that having a sense of purpose and giving support to others has a significant impact on our well-being. Research calls it the helper’s high. Donate to a food bank or a shelter. Make masks and give them to a senior residence. Embrace healthy thoughts: Practicing gratitude has been shown to lift our spirits. Try to maintain a healthy perspective and watch out for irrational thinking that trips you up. While taking that perspective learn from your past consider, “What has helped you deal with adverse circumstances previously”? learn from that and accept what can’t be changed. My cousin from Germany sent a family message recently containing the following quote from Yosef Kanefsky, a Los Angeles rabbi: “Every hand that we don’t shake must become a phone call that we place. Every embrace that we avoid must become a verbal expression of warmth and concern. Every inch and every foot that we physically place between ourselves and another, must become a thought as to how we might be of help to that other, should the need arise.” Ask a Mentor 3 TIPS to ask your mentor: Connect with your mentoring partner—set weekly partner meetings for the next couple of months. Set new mentoring goals-commit time to focus on a new skill or project listed in your Mentoring Action Plan that you haven’t gotten to yet. Write down 3 things you’ve accomplished each week and share with your mentor.
0 Situational Mentors: Creating a network of learning
When our son decided he wanted to become the goalie for his lacrosse team, my husband and I were thrilled that he’d set such a challenging goal for himself. We supported him, encouraged him, and believed he could do it . . . but we also knew he would need more than our cheerleading to achieve his goal. He needed someone with knowledge and experience to help him develop the skills and technique that we couldn’t teach. He needed a coach—a situational mentor. This scenario is every bit as common in professional mentoring relationships as it is in parenting. Mentors often encounter opportunities to help their mentees grow and develop by enlisting the help of other colleagues or leaders in the organization. In fact, in many formal mentoring programs, identifying and recommending situational mentors is an encouraged or required part of the program. A situational mentor is a subject matter expert who can offer knowledge related to a specific task, skill, or topic. This type of mentoring relationship is generally a short-term partnership that focuses on achieving a particular purpose or goal. Partnering with a situational mentor supplements an established mentoring program or relationship, and allows the mentee to gain a new skill, perspective, or relationship. There are different types of situational mentoring that mentors can recommend. Here are a few examples. Job shadowing. Shadowing involves observing another employee at work for a set period (from a few hours to a few days) to gain a better understanding of how that employee performs a specific task or process. People often think of shadowing as an opportunity to spend the day with a senior leader or attend a high-level meeting with a manager, but shadowing can be done with any employee at any level for any task. For example, in one agency where report writing is a critical focus area, employees can sign up to shadow editors or statisticians while they review reports, or to attend another team’s in-process review to take notes on the types of questions and feedback the team receives. Observing these activities without being directly involved in them allows employees to filter the experience through a different lens and gain valuable insight that they can apply to their own reports. Setting up a similar experience for a mentee is as simple as identifying the activity the mentee would like to shadow, what they hope to learn from the experience, and the right person to ask. Informational Interviews. Interviews are great for mentees who have questions about a concept or program, or who are seeking career advice from people who have already accomplished objectives they hope to achieve. When I was a mentee in a formal program, a few of my mentoring colleagues met with a successful female executive from another agency. The executive shared her professional story, detailing how she rose through the ranks and learned along the way. Meanwhile, my colleagues and I were able to ask questions and solicit her advice. This type of situational mentorship can also be helpful for a mentee considering a significant job change. Connecting with a professional in the field or position they are considering could help answer their questions and identify issues or considerations they weren’t aware of. Project-based. Project-based mentoring involves soliciting technical expertise from a subject matter expert to help a mentee complete a project, or to provide feedback on a project the mentee has completed independently. This type of situational mentoring can be longer lasting and more in-depth depending on the breadth and scope of the project. For example, when one mentee was tasked to help present a briefing to the head of the agency, her mentor recommended that she meet with a situational mentor to help her prepare. The mentee met with her situational mentor several times in the weeks leading up to the briefing. The situational mentor listened to the information she needed to present, helped her organize an effective slide presentation, hosted “dry runs” to let her rehearse her section of the presentation, and provided her valuable feedback and advice based on his experience regularly briefing the agency head. With so many of us working remotely and socially isolating, you may be tempted to postpone recommending or facilitating a situational mentor until things are “back to normal.” But now could actually be a great time to consider your mentee’s goals and objectives and evaluate where in their mentoring plan a situational mentor could add value. The same applications that allow us to attend meetings online can enable mentees to meet situational mentors virtually—mentees may even be able to shadow through screen sharing! And with the delay or cancellation of so many meetings, conferences, trainings, and extracurricular activities, mentees and potential situational mentors might find it easier to schedule a time to meet. These examples highlight how situational mentors can enhance a mentee’s growth and development. Situational mentors don’t replace a formal mentor, but they can add an element of diversity, dimension, and a different perspective—hallmarks of an effective mentoring experience. In any event, to stay engaged and maximize the benefits of a situational mentoring experience, be sure to follow up with the mentee to discuss what they learned from the experience and how they can apply—and share—the new knowledge or skills that they gained.
0 Developing Leadership Competencies
If a leadership position is something you hope to achieve, signaling this goal to others is a powerful first step. Talk to your supervisor or a mentor (informal or formal) who can offer insights to management, facilitate network-expanding introductions, and plan assignments that hone leadership competencies. Show your dedication and seriousness by actively seeking leadership experiences that you can measure and quantify on your resume. In this month’s newsletter, we will map out some universal leadership competencies and share strategies for cultivating them through hands-on learning and mentoring work. We will also suggest best practices for relating these experiences. Speaking competently about your accomplishments will assure current and future managers of your capabilities. Most Valued Leadership CompetenciesBoldness, decisiveness, effective conflict management...when we reflect on the best managers we’ve encountered, these attributes often come to mind. The best leaders show confidence in their work. The Harvard Business Review asked nearly 200 organizational leaders from around the world to consider which leadership competencies they have found to be most important. Their feedback boiled down to a thematic list that we will share here in ranking order. According to the survey, an effective leader: Maintains high ethical standards while creating a safe environment. Is able to delegate and rely on others to get things done. Communicates frequently so that employees feel connected. Is open to new ideas, willing to learn. Helps others to grow and meet their potential. In other words, being an effective leader takes more than being self-assured. It’s about holding up the organization’s values and mission while nurturing others’ growth and development so that they can do the same. To show your capacity for leadership, consider opportunities to weave these competencies into your mentoring goals. Writing Leadership into Your Development GoalsWhen writing measurable goals that lean into leadership, be practical. Include benchmarks and clear activities that you can easily report back to your supervisor or mentor. For example, if your objective is to expand your network, you might attend an organizational event at a level higher than you would normally (a Director’s meeting, strategic planning session, or budget hearing, for example) to learn new perspectives on your agency’s mission and future. While the primary aim is to expand your network, you will also gain insights into the trends that are impacting the agency’s mission and shape the views and priorities of key stakeholders. Once completed, analyze and summarize your experience so that you are prepared when a supervisor or mentor asks, “Can you tell me about how you are building coalitions?” For example: I attended a Director’s staff meeting to learn about their initiatives and meet the key players who participate. Learning about the department’s contributions to the agency illuminated a new perspective on the strategic direction our organization is going in 2020. It also gave me some ideas for things we can prepare for on our team. More Examples of Leadership-Oriented ActivitiesLooking for more ways to weave leadership into mentoring goals? The best way to make sure your mentoring plan covers leadership opportunities is to actively pursue them. Make time to brainstorm with your supervisor and talk about what you want to accomplish. Here are a few ideas for meaningful assignments to tackle with your supervisor’s support: Form and lead a cross-sectional task force to tackle a division-wide initiative (for example, training on a new procurement system or organizing the summer internship program). Offer assistance to an agency leader to plan a quarterly town hall or state of the organization meeting. Foster new technical skills by partnering with a colleague in a different division to complete a project. Organize a networking event with a small group of program participants to discuss the impact of specific legislation on your agency’s mission. Keep track and be prepared to speak confidently about how the assignments you choose are contributing to your leadership potential. Plan an Informational Interview with an Organizational LeaderDemonstrate your curiosity by speaking with one of your organization’s leaders to find out what qualities they most value. Ask for your mentor’s help in setting up an informational interview. Ask direct questions, such as, “What is the profile of someone you most recently hired into a management position? What stood out about their abilities and experience?” or, “What experience best prepared you for this job?” and maybe even, “Who depends on you most? In turn, who do you depend on most?” Getting acquainted with the leadership culture where you work will flesh out your understanding of what it takes to succeed in a leadership role. Show Passion in All You DoWhen talking about what makes a great leader, we can’t underestimate the impression that passion makes. Energy, optimism, and zeal for learning often mark the divide between those who are simply doing their job and those who have enough charisma and positivity to lead. Smile, mind your posture, get to know your colleagues. Show excitement for the work and ask questions. When you’ve completed an assignment, solicit feedback from your peers and managers. Tell them how their comments will help you do an even better job next time.
0 MENTORING THROUGH THESE UNCERTAIN TIMES
For many of us, working from home presents a myriad of new challenges including staying productive and collaborating from afar, all while sharing spaces with our loved ones, fighting temptation to check the news, and possibly even taking on a new role as a homeschooling parent. With so many competing priorities, our mentoring partnerships might seem like the easiest thing to push off until later. Truthfully, however, some of us need mentoring right now more than ever. Mentors can offer advice on staying focused, stepping up with division work, and making sure extra effort is visible to our organizational leaders. It isn’t just about giving us strategies for staying productive; our mentoring partners can offer companionship during a period in which working from a home office may seem disorienting and isolating. At The Training Connection (TTC), we are always advising geographically distanced partners on keeping momentum and making progress against their mentoring goals even when they aren’t able to meet face-to-face. In truth, we sometimes find that meeting virtually can be more efficient than drifting into your partner’s office for a chat. Partners tend to be less likely to cancel a phone call and, in turn, more likely to prepare for it. Mentees usually only dial the phone when they are ready with a list of questions, mentors might come with an article they earmarked, some will even plan to use the mentee’s Mentoring Action Plan (MAP) to orient their conversation. Things you can do over the next few weeks: Check in with your partner. Call them up. Be candid- ask how they are faring. Do they have a peaceful workspace? How is their family and/or roommates? Tell them what this temporary landscape means for you and why you hope to keep the partnership moving. Use technology to stay focused. Facetime is more intimate than a traditional phone call and makes it easier to gauge interest and reactions. Share your screen in a zoom meeting so that you can both look at the Mentoring Action Plan or Mentoring Agreement without losing your place. Establish new norms. Texting might have seemed too casual a couple of weeks ago, but it might be easier and more intimate now. Perhaps you used to catch up during lunch, but if school is closed and the house is noisy at lunchtime, look to plan morning meetings instead. Be candid about your limitations and ask your partner to do the same. Get out your calendar. Set weekly partner meetings for the next couple of months. It might be surprising how much easier it is to keep a regular meeting schedule when it’s planned in advance. Mentees might even jot down a “theme” for each to ensure that the topics are interesting and relevant to their professional development.
0 Gaining Trust in a Mentoring Relationship
If you take a moment to reflect on the people who have had the most positive impact on your career, you will likely think of people in whom you had a high degree of trust. When we trust someone, we know that we can communicate openly with them, that we can rely on them to follow through when they commit to do something, and that we can believe and act on their input. Not coincidentally, these are also the building blocks of an effective mentoring partnership. Trust is the foundation of any successful relationship, but especially so in mentoring where mentees must feel safe asking questions and sharing concerns and must have confidence in their mentor’s feedback. While the mentee will drive many aspects of the mentoring relationship, it is the mentor’s responsibility to proactively build trust. Mentors must foster a relationship in which trust can grow steadily. Below are some mentoring behaviors that are key to gaining your mentee’s trust. Start strong. We’ve all heard it before—first impressions are lasting impressions. The level of sincerity and credibility you demonstrate during the initiation, or “getting to know you,” phase will set the tone for the duration of your mentoring relationship. Seemingly simple behaviors, such as being on time, being attentive and interested, and listening more than you talk, communicate to the mentee that you care and are committed. Conversely, being late or canceling meetings, interrupting or dominating the conversation, or forgetting important details from your previous meetings can signal that you don’t take the process (or the person) seriously and can create doubt about your intentions and level of investment. Treat your first few interactions with your mentee as you would a job interview—be on time, be prepared, be focused. Put your best foot forward from the start and you will take a huge step toward gaining your mentee’s trust. Build credibility. To build trust, you must first establish your credibility. In his best-selling book The Speed of Trust, Stephen M.R. Covey defines the four cores of credibility as integrity, intent, capability, and results. Convincing people of your integrity, Covey writes, includes not only being honest, but also congruent—does your behavior match who you say you are and what you say you believe? Showing trustworthy intent involves acting with (or stating outright) motives that are straightforward and based on mutual benefit. Sharing your talents, skills, and knowledge demonstrates your capability. And providing results is simple—do what you said you would do when you said you would do it and invest the effort to do it well. When you exhibit the cores of credibility over a sustained period, your mentee will begin to trust you and see you as a person who is willing and able to help them reach their goals. Be consistent. Trust is not something you earn once and have forever. Trust must be built, nurtured, and maintained. Keeping a person’s trust means consistently demonstrating the characteristics and behaviors (the four cores of credibility) that led them to trust you in the first place. This doesn’t mean that you can never make a mistake—even mentors are human. But it does mean that you should follow through whenever possible, and be willing to take responsibility for mistakes when you make them. (In fact, admitting fault is such a difficult thing for many people that doing so could actually increase your mentee’s trust in you.) Consistent, reliable mentoring behavior will become increasingly important as your relationship deepens and your mentee begins to share their questions, concerns, and challenges. Listen to them without judgment. Be honest in your feedback. Keep what they tell you confidential. Follow up to check on their progress and ask how you can help. Connect them with additional resources or situational mentors. These behaviors will demonstrate your commitment, maintain your mentee’s trust and confidence, and help your mentee grow and achieve their goals. Extend trust. Another key tenet that Covey sets forth in The Speed of Trust is that extending trust to someone else is one of the best and fastest ways to establish and grow trust. “Not only does it build trust,” he writes, “it leverages trust. It creates reciprocity; when you trust people, other people tend to trust you in return.” Extend trust to your mentee by sharing information about yourself. Mentoring means being open and honest about your experiences—including relevant professional missteps or regrets—opinions, and feedback. When you are willing to share, you encourage your mentee to do the same. Trust also means believing that the other person will follow through with what they say they will do. Believe that your mentee is capable of achieving their goals and trust that, with the right resources, guidance, and support, they will do the work they need to do to get where they want to be.
January is National Mentoring Month! What a perfect time to pause and celebrate the impact your mentors have made in your life. As I am writing this post, I’m thinking of one of my past mentor Bill Bonnstetter. Bill was a big part of my personal and professional support system. Whether it was helping me gain confidence standing up in front of groups, consoling me when a project went south, or pushing me out of my comfort zone—Bill was there to help me reach my full potential. It goes without saying, mentors boost our spirit, touch our hearts, turn us around and give us honest feedback. Not always feedback we “want” to hear but “need” to hear. Mentors are also catalysts. They help us discover “why our work matters” and how to stand in front of our competition. But mentoring is not just a “nice thing to do.” It’s a good business decision. Studies have shown that employees stay longer at organizations when they feel their work matters and they are making a difference! They are not just putting in their time –they are plugged in on many levels (emotionally and intellectually). Healthy organizations, high performance organizations, the best places to work organizations, know this and create conditions where mentors can do their thing—whatever that thing is (guide, listen, challenge, or teach). These high performing organizations acknowledge, recognize and support mentors because they know they are making a difference! Happy National Mentoring Month!
0 You Cannot Pour from An Empty Cup: 10 Tips to Cultivate Work-Life Harmony
In our day to day adulting lives, we all have had days or even weeks where we felt like we are being pulled in a million and one directions. With the holidays in full swing, many of us find ourselves juggling more obligations than ever. You might be worrying about finances or the health of a loved one, while managing endless emails and working through lengthy to-do lists. Add that to the shopping, traveling, or scurrying from one meeting or appointment to the next and many of us find there just aren’t enough hours in the day. No wonder why these demands leave many of us feeling overwhelmed and drained. However, as the title states, you cannot pour from an empty cup! How would you define stress? According to dictionary.com, “stress is a state of physical, mental, and/or emotional strain or tension resulting from adverse or very demanding circumstances.” Some stress is beneficial (eustress), because it’s short term, exciting and motivates us to focus our energy to attain our goals. It’s the taxing challenges such as relationship woes or being overwhelmed at the attempt to balance work and life commitments that cause distress. Persistent stress can make us both mentally and physically sick. In fact, the American Psychological Association reports that 72% of Americans say that they are experiencing physical symptoms of stress including headaches, upset stomach, muscle tension, chest pains, rapid heartbeat. Stress can also cause digestive and reproductive concerns. If left unmanaged, ongoing, chronic stress can affect hormones and lead to cardiovascular disease- such as high blood pressure, heart attack, and stroke. Chronic stress also promotes obesity and other eating disorders along with mental health concerns such as anxiety and depression. Strategies for Managing Your Stress Stress is a part of life and although we may have varying triggers, learning how to manage stress is the key to keeping healthy and cultivating harmony in and outside of the office. Making gradual changes that merge self-care with stress management can help to do just that! What self-care/stress management tips will you implement? Consider the following: Prioritize your Tasks - Create a system that works for you. Make a to-do list, categorize your tasks and be sure to manage those important and urgent tasks, but also do not forgot to focus (at least some time of your day) on the important but not urgent tasks. Which includes putting yourself on that list—to work on planning, personal and professional development and self-care. Delegate if you can and don’t be afraid to ask for help. Focus your time and energy on what is important to you and let the rest go. Manage your Commitments - It’s empowering when you can take charge to get things done. Again, decide what works best for you. Will you compile all of your tasks on one list or have separate lists for work, personal or family obligations? Some people prefer writing everything down because it feels good to cross things off. However, if having too many tasks on your list stresses you out, then focus on 3-4 tasks for the day. Use your Smart phone, Google calendar or even the tasks in Outlook to help manage your commitments. Control Procrastination - Recognize what tasks you procrastinate on and why. Let go of the excuses and just do it. Be mindful of time wasters and distractions such as mobile phones, social media, and YouTube. Schedule time for breaks to play a game, check your Twitter or YouTube, but don’t get sucked in! Reward yourself for getting things done, even the small tasks. Be A Mentor and Give Back - Identify a cause that is meaningful to you, mentor, volunteer in your community or find ways to give back. According to Volunteerhub.com, research has shown that those that volunteer on a regular basis benefit from having a longer lifespan, better heart heath, and it improves mood. Get your Body Moving - Take walk breaks or implement active meetings during the workday. Trying a hot yoga class or going on a hike or nature walk can all do wonders for the body and the mind! Remember, your body can fight stress more effectively when it’s fit. Be Present and Positive - Meditative practices such as mindfulness, deep breathing or stating positive mantras in your mind, such as “This too, shall pass” can be energizing and empowering. Decompress and Recover - The body and mind need time to recover from stressful situations and events. In addition to scheduling massages, a pedicure or a haircut for yourself, be sure to also schedule your annual health exams and ask to check for vitamin D, iron, and B-12, as these are common deficiencies. Limit Fast or Processed Foods - Refuel the body and the mind with more water, fruits, vegetables and wholefoods. Nourish your Relationships with Coworkers, Friends and Family - We are social creatures by nature and making the time to cultivate these relationships and support systems are also crucial to our wellbeing. Get started today! Over the next 21 days, put your self-care a bit higher on your own to-do lists to ensure your health and wellness needs are being met. Doing this will not only help to mitigate stress but also aid in leading healthier, happy lives; not just during the holiday season, but all year long! ASK A MENTOR! Effectively managing stress is paramount to your overall health and wellbeing. Making a point to purposely manage stress will quickly become a habit. The next time you meet with your mentor, plan to share what you both see as potential stressors and discuss ways you can prevent or manage them. Consider the following: What situations do you find most stressful? At work? At home? Could any of them be avoided with forethought and planning? What are some ways to prevent them from happening? What is your go-to for lessening stress or decompressing after a challenging day? Are there any group activities that you find helps to alleviate stress? What mindfulness techniques or exercises do you regularly participate in? What obstacles are getting in the way of investing in your mental and physical wellness? How can you overcome them?
Happy Thanksgiving! It’s that time of year when we get together with friends and family and give thanks for our blessings and well-being. As I sat down to write this article, I wondered “what if” we were grateful or thankful all year round? Every night before dinner as a family we go around the table and say what we are grateful for --or- wait a minute-- are we saying what we’re grateful or thankful for? As I began to write I realized I wasn’t exactly sure if there was a difference between the two. According to Webster, giving thanks, is an expression of appreciation. “Thanks for holding the door,” or a friendly wave when another driver lets you cut into the turning lane. It’s a reaction. Gratitude, according to Psychology Today, is an emotion. Feeling gratitude is a two-step process: first recognize that you’ve been the recipient of something good and then acknowledge that there is an external source responsible for this outcome. They call gratitude, “an affirmation of goodness.” That feeling of appreciation can extend to broad categories such as life, health, relationships and work. I have realized I really want my children to go beyond “thanks” and feel grateful for the things they value in their lives. My six year old son almost every night says he is grateful for the roof over our head, and although I sometimes roll my eyes, I also look across my dinner table and see my father in-law who grew up in a house with a dirt floor and no running water and realize, yes, this is something we should indeed be grateful for. Here are some ideas for reflecting and feeling grateful all year round: Always be kind. I recently met someone from Seattle, Washington who knows one of my acquaintances. You always hear people say there are only six degrees of separation among people. So, just think- here we are living on opposite sides of the country in completely different walks of life, but we were still able to make this unbelievable connection. This was a good reminder: you never know who you may be talking to or corresponding with and always being your best will portray you in a positive light. It is a hard thing to do but studies have shown that when we focus on what is going right and what we are grateful for, it helps us to be kind to others. Pause. We are so busy day in the hurry of our everyday lives I think we often forget to stop and take the time to reflect. At the end of each day, I take a moment to think about and verbalize my gratitude. Without making space for this acknowledgement I would find myself in the trenches all day, never looking up to see what makes my life wonderful. Be present in all you do. I am not referring to being physically present, but mentally present. When we are not present, we cannot be grateful because we miss what is going on around us. It is important to not just go through the motions of something, but really be an active participant in all you do. If you find yourself not being present at an event or a meeting – take a deep breath and center yourself back in the moment. Spend time with family and friends. I wouldn’t be here today without the love and support of my family and friends. Gratitude strengthens relationships. Be sure to express your gratitude with the people you love – both big and small – for the impact they have had on everything you do. Reflect on the past. Sometimes people say don’t look back because you won’t be able to see where you are going, but I can’t tell you how many times a week, I think back to all the people who have come into my life who have left a mark. Some of my fondest relationships are with those who have gone on and, although the pain of losing them is great, the gratitude I have for the lessons and strength they have given me is one of remarkable gratitude. Science Supports Gratitude Greater Good Magazine at UC Berkeley uses science to uncover the meaning of life. A recent article examined the link between gratitude and employee satisfaction, health, and happiness in the workplace. As research about the benefits of mindfulness and gratitude is growing, CEOs of major corporations have started to take notice. Nationally-recognized brands like Campbell Soup and Southwest Airlines are making investments to change the culture of their companies. They might try a simple gesture such as top-down thank you notes where senior leaders show appreciation for their employees. Some have taken a training approach, hiring consultants to help employees sift through their circumstances in times of transition and uncertainty to pull out the “good things.” For many, the philosophy is that when gratitude emerges, other emotionally intelligent outputs tend to follow. For example, people who are grateful tend to be quicker to forgive. And those who feel appreciation for their work find it easier to show compassion toward those who don’t. Set up a Gratitude Routine at Work Be intentional about your gratitude practice at the office. But at first, it might feel awkward or out of place in the office. Pepper your schedule with acts of appreciation so that you are doing something at least once or twice a month. It won’t be long before “gratitude” becomes a natural part of your routine. Not only will it contribute to your happiness, but those around you will begin to recognize you as a positive, encouraging force in the workplace. 1. Thank your mentor, past and present. Stop in to visit them or pick up the phone and give them a call. Tell them what you’re working on that’s exciting. See how their family is doing. Explain to them the impact they’ve had on something you have accomplished. Give specific examples, such as “the article you suggested really had an impact on me completing that big project” or “I can’t explain to you how much the guidance you provided on the project I was working on helped get me to the finish line.” Oftentimes, mentorees forget to tell their mentors what an impression they left on them. Taking the time to give them that affirmation would mean a great deal to the mentor. 2. Acknowledge personal events of your colleagues. Send an eCard for their birthday, congratulate them on their work anniversaries, surprise them with coffee when their son gets his first college acceptance. We spend a lot of hours with our colleagues. Taking the time to show you care about their lives beyond busy meetings and project work will make them feel good and remind you how much you appreciate them. 3. Send thank you notes. Show appreciation to a manager who helped you overcome a challenge or to a key stakeholder who asked you to join a new project or team. Take time to express your gratitude to the front desk security guard for ensuring a safe work environment. A handwritten note can be the most genuine way to give appreciation for small acts of kindness. 4. Make a Difference. Community outreach is a straightforward approach to show gratitude and appreciation. Ask about the service opportunities in your organization. Sometimes we worry that we don’t have enough time to take on volunteer work- even if we wish we could. Finding initiatives that are sanctioned by organizational leaders might give you the confidence to sign up for something. There might be youth mentoring programs, donation drives or even local entertainment events where proceeds go to a good cause. Working to make a difference not only helps the community but also encourages a positive perspective in our own lives. ASK A MENTOR As you begin to think about what you are grateful for both personally and professionally, I would recommend talking to your mentor about the things they are grateful for, why and how they share that gratitude. Here are some questions to get you started: What are you grateful for professionally? Is it a time? Is it a person? What makes this significant? If it is a person have you told them? What are you grateful for personally? Is it a time? Is it a person? What makes this significant? If it is a person have you told them? How often do you reflect on what you are grateful for? Yearly, Monthly, Weekly, Daily? What things do you do to flex your gratitude muscles? Do you journal? Do you volunteer?
