The Magic of Human Moments

By Barbara Bartlein

An unexpected outcome of computers and other technology is the loss of the “human moment.” A term coined by Harvard lecturer, Edward M. Hallowell, it refers to the psychological encounter that can happen only when two people share the same physical space. The human moment is a quality of interaction that you don’t get through technology, even phones.

Technology has been helpful for the most part; it makes our lives better. But difficulty occurs when the human moment is lost. Hallowell has amassed a large body of research to show that face-to-face interaction is essential for keeping our brains sharp. In order to really converse with someone, you have to keep reading their physical cues, a level of communication not available with computers. In front of a live person, our brains read visual cues every second with automatic responses from us.

In-person contact stimulates an emotion reaction, according to Hallowell. Face-to-face exchange appears to stimulate the attention and pleasure neurotransmitter dopamine, and serotonin, a neurotransmitter that reduces fear and worry. This explains why working at the computer or talking on the phone can be as exhausting as watching TV. Our brain gets fuel from human contact and gets overloaded from the torrent of data surging at us each day.

These human moments are so powerful in our lives that recent research has suggested that loss of human contact is a contributor to the development of Alzheimer’s. David Bennett and other researchers from the Rush University Medical Center studied 823 people in and around Chicago. With an average age of about 80, none of the participants had dementia at the start of the study.

Over a four-year period, researchers asked the participants about their social activity—whether they felt they had enough friends, whether they felt abandoned or experienced a sense of emptiness. They were given a score between 0 (least lonely) and 5 (most lonely). At the end of four years, 76 people in the study developed Alzheimer’s. Those who did were more likely to have poor social networks; the higher they scored, the greater the risk. Those with a score of 3.2 or more had double the risk of those scoring below 1.4.

“It turned out people who have this feeling of being socially isolated are at higher risk of developing Alzheimer’s,” says Bennett. “We are talking about a tendency to feel isolated and alone in the world,” he ways. “You can have a small network and not feel isolated; or you can have a large network but don’t know how to connect, and feel isolated.”

There are just two pre-requisites for the human moment: people’s physical presence and their emotional and intellectual attention. Yet, technological changes in the last ten years or so have made a lot of face-to-face communication unnecessary. Voice mail, email, teleconferencing are one-way, electronic means to communicate “more efficiently.”

The psychology of the mind changes when the human moment vanishes. At its worse, paranoia fills the vacuum. But for most of us, the human moment is replaced by worry. Electronic communication does not convey the cues that typically alleviate worry such as body language, tone of voice and facial expression. Human contact is like a safe place for the psych where we feel understood and grounded.

Little misunderstandings are common as the number of human moments decrease. Wrong impressions from a misunderstood email or voice mail are the result of vanishing human moments. People may take offense and question the motive of others when they discover they are not on a certain circulation list or included on a memo.

The human moment appears to be a “regulator.” When it is not present, people’s primitive instincts become more apparent. Just like calm, stable people can become road raged in the anonymity of their automobiles, so too can courtesy be thrown out the window at the computer keyboard.

Some things you can do to increase human moments:

• De-tether from technology. When you are feeling dragged out at work or at home, take a break and seek out a human moment. It doesn’t have to last long or even be intimate. It can be professional and brief. You just need to pay attention.
  
  
• Diversify your workday. Schedule your day with “interruptions” of human moments, exercise, and fresh air. Walk on your lunch hour, work out after work, and take a break with close friends. The variety will help you avoid “brain drain” and increase your productivity.
  

Barbara Bartlein is The People Pro. She offers keynotes, seminars and consulting to help you build your business and balance your life. She can be reached at barb@thepeoplepro.com or visit www.thepeoplepro.com.


Published in Networking Today December 2008

Ten Essentials to Ensure Organizational Change Works

By Barbara Bartlein

Organizations that are in the throes of change must make sure that the framework for change is in place before charging forward. Too often, goals and strategies are defined but there is little attention to whether the organizational culture is ready and primed for the changes. Staff then gets frustrated or just ignores the change efforts completely. Here are the ten essentials elements that are critical for change to be successful:

1. There is a solid foundation for change. This requires clear and honest answers to the questions of “Why is this change necessary?” “What is at stake if we don’t change or are unsuccessful in our attempts?” And “Where are we going?” Employees are much more likely to embrace change if they have some idea why they are doing it. The future vision should be clear and repeatable.
   
   
2. Communication is both excessive and effective. Communication during a major change must be frequent, timely and consistent, involving face-to-face contact between immediate bosses and their direct reports, rather than one-way emails, top-down announcements, or long periods without any information. A handy rule of thumb is to take communication efforts and multiply by ten. Communication also has to be in multiple forms including using technology to emphasize key messages. People tend to remember information in “sound bites,” so it is important to have some catch phrases that outline the goals of the changes.
   
   
3. Attention is given to transition management. A detailed transition plan supplements the strategic and change plans and includes ways of helping people let go of the old ways, get through and capitalize on the chaos and confusion, and ensure the new way becomes fully integrated throughout the organization. The transition plan should include tentative timeframes and expectations.
   
   
4. Middle and lower management levels are truly engaged. Middle manager, team leaders, and front-line supervisors are the most crucial levels to have fully committed and acting on their responsibilities to ensure the success of the change. Ideally, they are involved in planning the action steps that include their areas of responsibility.
   
   
5. Senior leaders are pulling together. All members of the senior executive group are visibly supporting the change and moving in the same direction in a clearly united front throughout the organization. The language of change should be clear and consistent and repeated in every message to the organization.
   
   
6. No “old guard” factor exists. The “old guard” may be either specific groups or key individuals that have a vested interest in keeping things as they were, and they need help to get on board with the change or be dealt with directly, as early in the process as possible. Remember, often the most dedicated employees may initially resist change. That is because they have devoted time and energy to the present reality. They need to be allowed to verbalize their concerns so they can move on.
   
   
7. The change plan is clear and understandable. An effective change plan must clearly spell out time-lines, accountabilities, budgets, resources required, progress reports, feedback loops, etc. so that everyone in the organization trusts that there really is a good plan in place for the change. The plan has to be reinforced so it is not viewed as simply another “flavor of the month.”
   
   
8. People know what is expected of them. There is a clear and definite link between the changes at the organizational level and what each person in the organization needs to do at the individual level to make the change successful. The language of change should be consistent in job descriptions and performance reviews. Ongoing assessment and feedback should be utilized so everyone knows that they are on the right track.
   
   
9. The changes are coordinated and prioritized. When there are a number of changes happening at the same time throughout the organization, it is critical they are grouped together and prioritized so they fit together in a coherent pattern and everyone knows what change is urgent this week.
   
   
10. Old habits are not getting in the way. The organization is very intentional about not making the same kind of mistakes it has with past unsuccessful changes that are based on their collective “culture,” “character,” or “the way we do things around here.” Effective leaders know that the readiness of the culture to embrace change is just as important as the vision and strategic plan. They also know that there are always some glitches and stumbling blocks in managing change.
    

Barbara Bartlein is the People Pro. She offers keynotes, seminars and consultation to help you build your business and balance your life. She can be reached at 888-747-9953 or barb@thepeoplepro.com

Published in Networking Today November 2008

Multitasking Madness Decreases Productivity

By Barbara Bartlein

Caution all you multitaskers, you may not be as productive as you think. Researchers continue to find that multitasking decreases productivity, increases stress, and may cause physical discomforts such as stomach aches or headaches. In a recent study by Eric Horvitz and the University of Illinois, a group of Microsoft workers took, on average, 15 minutes to return to serious mental tasks, like writing reports or computer code, after responding to incoming email or instant messages. They often strayed off to reply to other messages or browse news, sports, or entertainment Web sites.

These findings are similar to those of David E. Meyer, a cognitive scientist and director of the Brain, Cognition, and Action Laboratory at the University of Michigan. “Multitasking is going to slow you down, increasing the chances of mistakes,” said Meyer. “Disruptions and interruptions are a bad deal from the standpoint of our ability to process information.”

Meyer identifies three types of multitaskers. Some people do it out of desperation, for example talking on the phone while reviewing papers. They view it as the only way to be competitive. Others multitask impulsively without even realizing they do it. They will stop mid-sentence to do a quick check of their email or listen to voice mail. Hop scotching from one task to another; they don’t realize how their behavior leads to their lack of accomplishment.

The third group multitasks with pride. “Many people delusionally believe they’re good at this,” he says. “The problem is that we only have one brain and it doesn’t work that way. In reality, nobody can effectively do more than one remotely complicated thing at a time.”

Yet, multitasking in the workplace has reached epidemic proportions. A study by the Institute for the Future reported that employees of Fortune 1,000 companies send and receive 178 messages a day and are interrupted an average of at least three times an hour. The productivity lost by overtaxed multitaskers cannot be measured precisely, but it is probably a lot. Jonathan B. Spira, chief analyst at Basex, a business research firm, estimates the cost of interruptions to the American economy at nearly $650 billion a year.

Some employees take multitasking to the extreme by hypertasking. Hypertasking refers to the transfer of multitasking at work to other responsibilities. While we may be forced to multitask just to keep up at the job, for some, it becomes a habit in all areas of life. They are seen talking on the phone while weaving in and out of traffic, balancing their check book at their child’s soccer game, and cooking dinner while they assist with homework and make phone calls. This hypertasking becomes the drug of choice for those who thrive on doing more than one thing at a time.

Technology has added to the multitasking madness with people answering cell phones on the golf course and even in church. Rather than using technology to make our lives simpler, for many people it has become a “technology tether” that keeps us plugged in and turned on. Technological optimism has led to an eroding ability to accurately estimate the time needed for tasks and projects.

There are simple steps you can take to decrease your multitasking and increase productivity:

• Accurately estimate the time to complete tasks. For one day, write down all the tasks you have to accomplish and estimate the time needed. Then truthfully time yourself. You will be able to find the percentage that you routinely underestimate and can adjust your work schedule.
  
  
• Use external memory as much as possible. Albert Einstein once said that he keeps nothing in his mind that can be easily retrieved from paper. A cluttered brain makes it much more difficult to be creative and productive. External memory can be as simple as a pad of paper or using technology more effectively. Use the calendar on your computer to remind you of important dates or appointments and quick lists to organize your tasks.
  
  
• Batch your work. Rather than checking email multiple times per day, set times for reading and responding. Let your phone go to voice mail, if possible, and return phone calls during a specific time. Put similar tasks together, like paying bills and balancing your checking account, to increase efficiency.
  
  
• Remove distractions. Control interruptions and noise. If the workplace is loud, discuss with co-workers ways to control the volume. Set times for consultation or questions rather than allowing unlimited access to your time. And make sure you don’t “interrupt yourself” by running to get more coffee or making a quick phone call. Use “butt glue” until the task is completed.
  

Barbara Bartlein is The People Pro and President of Great Lakes Consulting Group. She offers keynotes, seminars and consulting to help you build your business and balance your life. She can be reached at 888-747-9953, by email at barb@barbbartlein.com or visit her Web site at www.ThePeoplePro.com.

Published in Networking Today June 2008

Redefine Failure for Greater Success

By Barbara Bartlein

An author’s life is filled with rejection. I know. I have bulging files of letters to prove it.

The proposal for my latest book, Why Did I Marry You Anyway? 12.5 Strategies for a Happy Marriage, had been submitted to dozens of agents and publishers with great expectation, only to receive letter after letter politely declining any involvement. I still remember the first one that said in part, “While a very good effort, we simply do not feel that we are the right publisher.” I was ready to jump off a cliff. With startling revelation, I had the grim insight that it was probably good my first fiancé dumped me years ago because it prepared me for my life as a writer.

After moping most of the day, putting the manuscript in the fireplace, and checking the want ads for a cashier position, I re-read the letter. I noticed that the editor actually offered several suggestions to make the proposal and the book better and more marketable. While defensive and argumentative at first, I begrudgingly began to think that maybe they knew something about this book business. Evaluating their input, I decided to rewrite the proposal.

The rejection letters continued. But I stopped putting the manuscript in the fireplace.

With every rejection letter, I painstakingly reviewed each thought, all comments, and suggestions made by agents, editors, and “volunteer” readers. I continued to write, rewrite, and write again. Each time that I thought, “It can’t possibly get any better. This is the best I can do,” it got better. I added stories, case studies, quotes, and yes, even some occasional epiphanies.

The book has been the best lesson in “failure” that I have ever had. Some of that instruction:

• If six people say you have a tail, turn around and look. It pays to prudently consider feedback from others. And if you receive similar feedback from several different people, chew it over very carefully. Things may be a lot clearer from their vantage point.
  
  
• Avoid myopic thinking. Staring carefully at your feet with each step will only trip you up. Keep your vision wide and mind open; to new ideas, creative directions and innovative ways of doing things.
  
  
• Learn from each disappointment. Remember that success is always a process. It results from drudgery and an open attitude. And if at first, you do succeed, try to hide your astonishment.
  
  
• Turn off the negative voices. You know the ones I mean; they play in your left ear telling you why you “can’t,” why you “won’t,” and why it will never happen for you. Turn the volume down on each one and listen to your heart instead. Practice daily rituals to affirm your goals, your direction, and yourself.
  
  
• Success is not giving up. Whatever the endeavor, few people achieve their goals the first time around. The original Chicken Soup for the Soul was actually turned down by 26 publishers and now the series has sold over 40 million copies. As General Patton once said, “Success is how high you bounce when you hit the bottom.”
  

And now, the rest of the story: Why Did I Marry You Anyway? was released in the Fall of 2003 by Cumberland Press. The book has received a 5 star review from Midwest Book Review, has ranked in the Top 50 marriage books on Barnes and Noble.com and is highly endorsed by major leaders in the field.

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Barbara Bartlein is the PeoplePro™. She helps businesses sell more goods and services by developing people. She can be reached at 888-747-9953, by email at: barb@barbbartlein.com or visit her Web site at www.ThePeoplePro.com.

Published in Networking Today, March 2004.

How to Be a Great Boss

By Barbara Bartlein

Employees want to work for someone they perceive as fair, open, and honest. Those are the qualities most often mentioned in surveys of employees about their managers and supervisors. Workers want to feel good about the person they report to and the company they work for.

This relationship between employee and supervisor is the key to retention and engagement according to the Gallup Organization. They have done extensive surveys and research on employee engagement by the development of twelve questions (Q12).

When employees were asked to consider their workplace relationships with their managers, the survey results revealed sharp differences between how engaged and actively disengaged employees feel. In answering the statement regarding managers, “This person and I have one of the strongest personal relationships in my life,” 16% of engaged employees strongly agreed. In contrast, 80% of actively disengaged employees strongly disagreed that their relationship with their manager was important.

Great bosses aren’t born that way. There are no genetic traits for leadership; people learn the skills by seeing examples of positive managers. Here are some tips for you to become a great boss.

• Be a great communicator. Employees rely on their boss for information and want to feel a part of the day to day decisions. Information regarding performance, company plans, marketing, and hiring help employees do a better job. Communication is key to developing a positive relationship. Effective bosses listen and ask for employee opinions.
  
  
• Set clear expectations. People perform best when they know exactly what is expected. Be clear with the details of what is being requested including timeframes fo completion. Let employees know that they can come to you if they need clarification or additional resources. Make sure that you don’t set people up for failure by not providing adequate resources or equipment. I recently consulted with a company who was concerned about productivity within their support staff. I noticed that they had one centralized printer for six people. Each worker had to get up and retrieve their document from a pile whenever something needed to be printed. The company thought it was saving money by not buying $99 printers.
  
  
• Give helpful feedback. Effective bosses schedule frequent meetings with all their direct reports on a regular basis. Ideally, this should occur once per week even if the meeting is only 5 to 10 minutes.
  
  
• Manage behavior and performance. Behavior is what people do and performance is the measurable result of their behaviors. Forget trying to change attitudes or motivation. Be clear as to the behavior that is needed at work and the performance expected. If an employee falls short, make sure you meet with him or her as soon as possible. It is much easier to correct problems when they are still small.
  
  
• Show up a lot. Call it management by walking around (MBWA) or simply being available, great bosses are visible and active. Make daily contact with as many employees as possible and they will get to know and trust you. Attend meetings and eat lunch in the cafeteria, not the management lounge. Every encounter is an opportunity to share information, coach, and encourage.
  
  
• Let people know they are appreciated. Employees frequently report on surveys that the only time they hear from the boss is when there is negative feedback on their performance. Yet, encouraging positive performance is much more effective in promoting productivity. Employees want to know that their contributions are important and they are appreciated. Stop and thank folks who have done the extras. Send handwritten notes to employees that need encouragement. Publicly praise employees in front of their peers.
  
  
• Keep things interesting. Work, by definition, is still work. Even the best jobs can be monotonous and boring. Keep workers engaged by offering opportunities to learn and develop. Offer continuing education opportunities that build their résumé and increase their skills.
  
  
• Celebrate successes. Employees frequently complain that there never is a pause in the new projects or initiatives to enjoy the successes. Have a celebration when a large project is completed or financial targets are reached. Post positive comments from customers on a bulletin board so everyone can see. Promote activities outside of work such as a ball game or sporting event. This builds camaraderie among the teams.
  
  
• Have a sense of humor and admit mistakes. A little humor goes a long way in reducing stress and keeping things in perspective. After all, work is only a means to an end that for most of us means time with friends and family. Don’t be afraid to admit mistakes; this keeps you human.
  
  
• Go green. A recent poll on green employment by MonsterTRAK.com, a job Web site geared toward students and entry-level hires, found that 80% of young professionals are interested in securing a job that has a positive impact on the environment. Ninety two percent would choose a company that is environmentally friendly. According to Barbara Haig of HAIG/JACKSON Communications, “Young people have been exposed since grade school to the risk of environmental problems. When employers focus on green issues, it sends a message that they are problem solvers and forward thinkers.” For more information on going green, visit: www.haigjackson.com.

Barbara Bartlein is the PeoplePro® She offers keynotes, seminars and consultation to help you build your business. She can be reached at 888-747-9953, by email at: barb@thepeoplepro.com or visit her Web site at www.ThePeoplePro.com.

Published in Networking Today April 2008

Increase Customer Loyalty by Focusing on Service

By Barbara Bartlein

If you’re looking for great customer service, you may want to take a trip south to Georgia. Last July, Governor Sonny Perdue announced the state’s new Customer Service Improvement Initiative in which all state agencies have united in an effort to make Georgia the best-managed and most friendly state in the country. “We have a unique relationship with the citizens we serve,” said Governor Perdue. “As the true shareholders, the citizens are the real owners of this state. We all report to them. Citizens want their interactions with the state to be Fast, Friendly and Easy.”

The governor established four customer service standards:

• GREET your customers promptly and courteously.
• LISTEN and verify your understanding of the customer’s nee
• HELP customers with your answers and actions.
• HONOR your commitments in a timely manner.

Five key customer attributes were also identified: courtesy, helpfulness, accessibility, responsiveness, and knowledge. All state agencies were challenged to create and implement customer service programs to accomplish these goals.

Subsequently, Chancellor Erroll B. Davis, Jr., asked the 38,000 faculty and staff employed by Georgia’s 35 public colleges and universities to provide faster, friendlier, and more efficient service to the University System of Georgia customer, including more than 253,500 students.

“The campus-based customer service improvement plans that were launched in August began to create a culture that places more emphasis on customer service,” Chancellor Davis stated. “In line with the Governor’s goal of achieving the best-managed state government, we intend to provide a model of service unparalleled in public higher education.”

All the college campuses established customer service initiatives. They conducted additional training on the appropriate use of phone procedures and utilized “secret shoppers” to evaluate the service. They assessed the ease of college processes such as enrollment, registration, financial aid, and other offices that provide frontline service to college students. Many of the colleges and universities developed centralized enrollment and registration processes to make it easy to be a student. Facilities are also redesigning Web sites to make them user friendly and easy to navigate.

An employee recognition program for exceptional service was also established at the colleges. Referred to as the S.T.A.R. program, it recognizes those employees who demonstrate the four values of great customer service: Service, Teamwork, Attitude, and Responsibility. Regular reports, feedback, and meetings take place to reinforce the focus on great customer service at all locations.

Take a lesson from Georgia and establish a focus on exceptional customer service for your business to increase customer loyalty. Here are the components of a great customer service initiative:

• Promote communication. Every employee must understand that service to both internal and external customers is their key responsibility. Customers are not an interruption or a bother; they are who pay the pay-cheque. As a business, make sure you’re having regular communications with your customers by providing newsletters, follow up calls, holiday greeting cards, and email specials.
  
  
• Build employee loyalty. Loyalty builds from the top down. If you are loyal to your employees, they have a positive attitude about the job. Make sure that they are engaged and energetic. I have never seen great customer service from disgruntled employees.
  
  
• Provide training and education. This should include an understanding of the company values and the specific ways in which you want employees to interact with customers. Training in phone etiquette, how to respond to angry customers, and the importance of follow up are critical. Training must be on-going with at least yearly reminders to maintain quality service.
  
  
• Emphasize people over technology. The harder it is for a customer to speak to a human being, the less likely that you will see that customer again. People are worn out with telephone cues, overseas customer service staff, and long hold times. The money “saved” by not having an easily accessible customer service representative may actually represent a fortune of lost customers.
  

• Be flexible. Solve your customers’ complaints or problems quickly and efficiently. Excuses about policy, procedures, or computer glitches will lose more customers than closing the store. Resolve the problem on the first contact.
  

• Offer customer incentives. Give them a reason to want to come back. These can be reward cards, free gifts, discounts on special services, or birthday sales. I routinely offer a “warm weather discount” to anyone who books my services in a warm place.
  

• Know your customer’s names. I use to stop at the same deli almost three times a week for lunch. Each time the owner would ask my first name to call out when the sandwich was ready. After six months he was still asking my name, so I quit going. I have other people learn my name when I don’t even give them money. Impress your customers by learning their names and something about them.
  

Barbara Bartlein is The People Pro and President of Great Lakes Consulting Group. She offers keynotes, seminars and consulting to help you build your business and balance your life. She can be reached at 888-747-9953, by email at: barb@thepeoplepro.com or visit her Web site at www.ThePeoplePro.com

Published March 2008 Networking Today

8 Ways to Sabotage Your Success

By Barbara Bartlein

Ever know someone who “has it all,” then throws it away by doing something stupid or worse—something fatal? The most well-known examples are celebrities—musicians, entertainers, athletes—seemingly making all the money in the world and then doing something self-destructive. Think of Brittany Spears, Michael Vick, Paris Hilton, and Wesley Snipes; all are in a self-destructive spiral of their own decisions.

While, hopefully, you are not having similar experiences, many people sabotage their success in more subtle ways. What about you for 2008? Are you in a self-sabotage mode? Are you short-circuiting your own success? Check out the warning signs.

Success saboteurs…

• Fail to put a premium on learning. They become content with what they know and are closed to new ideas and challenges. Because they do not commit to continuous learning, their world narrows as they age. A narrow perspective becomes rigid and stagnant leading to poor decision making. Successful people know that the more they learn, the more they realize that they don’t know. They read a wide variety of books and periodicals and have an appreciation of history. A continuous education keeps you humble and curious.

• Give up too soon. If at first they don’t succeed, they quit. Yet, often people quit when success is just around the corner. A little more perseverance and the goal could be reached. If you look at the histories of very successful people it often includes many “failures” that were turned into learning opportunities. Several years ago, more than 20 editors turned down two unpublished authors for a nonfiction book project. Refusing to give up, Jack Canfield and Mark Victor Hansen eventually sold the book for a nominal advance to a small Florida publishing house. Chicken Soup for the Soul became an instant best-seller and has sold millions of copies. The difference between a writer and an author is that the author did not give up.

• Undervalue their talents and time. Too often we think that if it’s easy for us, then “anyone can do it.” Saboteurs undervalue their gifts, which leads them to under price their labor, products, and services. They may wait for someone to “notice” how hard they work or patiently wait for a raise. Successful people know that they have to sell themselves and negotiate to get paid what they are worth.

• Overvalue their talents and time. With an exaggerated view of themselves, they miss opportunities. They may become “full of themselves,” which blocks their view of reality. They find it hard to listen to others, especially if this includes some disparaging feedback. Ironically, the more successful people are, the more difficult it can be to improve. After all, why change when things are going well. With a tendency to isolate themselves with “yes” people, they get caught up with “group think” and miss important information.

• Clutter their minds with junk. We’re living in the “cyber information age.” I call it cyber garbage. Lots of junk data from junk sources. Saboteurs confuse date with information. They get bogged down with electronic leashes that litter their days, their lives, and their minds. They listen to the junk media that is more focused on celebrity gossip than real news. Successful people stay focused and alert for opportunities. Albert Einstein once said, “I never clutter my mind with something I can easily find in a book.”

• Waste time. Procrastinating, mindless TV, and lost weekends waste precious time that could be focused on personal goals. Saboteurs are experts at wasting time. Some are even successful in wasting their whole lives. They complain that they don’t have enough time yet squander time through disorganization, lack of priorities, and failure to focus. Their motto is “why do today what I won’t do tomorrow?”

• Talk instead of act. It’s a good way to pretend you are not procrastinating, but the only one you are fooling is yourself. For year I talked about writing a book. One day a colleague told me to “quit talking and start writing. You diffuse your energy by talking instead of doing.” I finished the book a short time later. Success saboteurs are good talkers but short on doing. They talk about their next big deal or what they plan to accomplish.

• Believe intentions count. Goes well with procrastination, but they want credit for their intentions and planning. In fact, they may become offended if others do not appreciate their intentions even though it never translated into action. Their favorite sayings are “I meant to” and “I planned to.” Intentions don’t count. Action does.

Barbara Bartlein, is the People Pro. She offers keynotes, seminars and consultation to help you build your business and balance your life. She can be reached at 888-747-9953, by e-mail at: barb@ThePeoplePro.com or visit her Web site at www.ThePeoplePro.com.

The Top Two Habits of Very Happy People

By Barbara Bartlein

For years, scientists have studied mental health. Historically the focus has been problems and pathology. Researchers explored diseases, treatment options, medications, and protocols. They studied schizophrenia, bi-polar disorder, and depression. Only in recent years has there been attention to positive mental health. After all, there are people who are happy most of the time. People who face each day with a smile and see the positive in events in their lives.

This field of positive psychology has provided strong evidence that there are substantial benefits to happiness including better health, longer life, successful relationships, and more. Consider:

• Happy people are more likely to have stronger immune systems, according to several studies.
• A Mayo Clinic study found that optimists live longer than pessimists.
• Happy people endure pain better than unhappy people.
• A study of 180 nuns found that 90% of those with inherent positive emotions in their writing lived to age 85 or beyond. In contrast, only 34% of the less cheerful nuns were alive to 85 years of age.
• In a study of 222 college student, the 10% measuring happiest differed from the remaining students in one way: they had a fulfilling social life and circle of friends.
• Happier people are more satisfied with their jobs than less happy people and are also more productive.
  
• Studies indicate happier people have less depression, less suicide, and less paranoia than unhappy folks.
  

With all the benefits of happiness, one wonders why there isn’t more attention, training, and information given to people on how to find and maintain happiness. Is happiness something that happens to you or something you create in your life? Specifically, what do happy people do that unhappy people either don’t or are unwilling to do? Researchers found that happy people have two significant habits. Happy people:

Practice forgiveness…

They actively work on “letting go” of anger, resentment, and negative feelings. They understand that resentment means “to feel again” and will poison the soul and spirit. Happy people know that a vindictive mind-set creates bitterness and lets the betrayer claim one more victim. They try to appreciate other people’s point of view and recognize that we all make mistakes. As Kurt Vonnegut once said, “We are all in this together. Whatever this is.”

Happy people not only practice forgiveness with other people, they also acknowledge it for themselves. Happy people do not spend time wrestling with the “shoulds” that confine and conflict people. They do not listen to the negative self-talk of “you should be a better mom, wife, husband, child, etc. They know that they have tried to do their best and forgive themselves for shortcomings. They actively work at accepting themselves just as they are; imperfect. Forgiveness is a gift you give to yourself, not what you do for someone else. It encourages you to imagine a better future as you give up your destructive thoughts.

Have an attitude of gratitude…

Happy people do not worry about what others have and understand that someone always has more. In spite of the billions of dollars spent on advertising to convince us more will make us ecstatic, happy people don’t believe this myth. They understand that this affluence only leads to despair because more is never enough. Happy people don’t compare with others as comparisons means that someone always comes up short. Rather, they focus on what they have and are grateful.

A recent study by psychologists Dr. Michael McCollough and Dr. Robert Emmons, indicates that gratitude plays a significant role in a person’s sense of well-being. The study required several hundred people in three different groups to keep daily diaries. The first group kept a diary of the events that occurred during the day, the second group recorded their unpleasant experiences, and the last group made a daily list of things for which they were grateful.

The results of the study demonstrated that daily gratitude exercises resulted in higher reported levels of alertness, enthusiasm, determination, optimism, and energy. Additionally, the gratitude group experienced less depression and stress, was more likely to help others, exercised more, and made progress toward personal goals. According to McCollough, people who feel grateful are also more likely to feel loved. Gratitude seemed to encourage a positive cycle of reciprocal kindness among people since one act of gratitude encourages another.

Spend some time letting go of negative thoughts and focusing on the many positives in your life. As Frank Clark once said, “If a fellow isn’t thankful for what he’s got, he isn’t likely to be thankful for what he is going to get.”

Barbara Bartlein, is the People Pro. She offers keynotes, seminars, and consultation to help you build your business and balance your life. She can be reached at 888-747-9953, by email at: barb@ThePeoplePro.com or visit her Web site at www.ThePeoplePro.com.


Published in Networking Today, January 2008

What is Your Desk Personality?

After years of coaching and presenting seminars to corporations on time management and organizational skills, I now learn that people with messier offices actually make more money. According to a new survey by Adecco Group, the largest human resource service company in the world, only 11% of those earning $75,000 or more claim they are "neat freaks."

According to Bernadette Kenny, senior vice president of human resources at Adecco North American, this could be for a variety of reasons. “Perhaps this is because they are in higher positions and are inundated with more work. Or, perhaps those with smaller salaries are in more junior-level positions, where they need to comply with someone else’s standards and strive to make a good impression on managers.”

Or maybe it just takes too much time to get organized. “We don’t factor in the time it takes to be organized,” says Eric Abrahamson, co-author of A Perfect Mess: The Hidden Benefits of Disorder, and a professor of management at Columbia Business School. “Are those benefits commensurate with the time spent to get that way? That’s the downside of order. The value of time can be very high, and we don’t want to waste valuable time getting organized.”

What does your workplace say about you? Researchers claim that desks may reveal the true personality, habits, and ambitions of their owners. Hundreds of workspaces belonging to office workers were studied by Donna Dawson, a behavioral psychologist with Adecco. She examined the layout and patterns of possessions on desks and found six main types of personality.

• The Super-Organized Desk. This functional workplace is very neat with no frills or personal clutter. Likely to be a super-efficient secretary or assistant, only the essentials are prominent; a pen, notebook and stapler. They want to feel needed and can be very charming when they feel others are relying on them. This desk personality can be subject to mood swings and may disguise a chip on its owner’s shoulder from lack of appreciation.
  

• The Organized Chaos Desk. This personality has piles of paper, overflowing onto the floor and window seat. The owner will claim to have a “filing-system” where they can easily find what they are looking for. There may be multiple sticky notes wallpapering the room with reminders and to-do items. To cope with the pressures and stress, this person frequently gets up to warm up their coffee or have a cigarette break. While likely to be a workaholic, they are fun to chat with and are flexible and brilliant for brainstorming.
  

• The Creative Chaos Desk. This desk is filled with an interesting array of clutter revealing a creative and agile mind. Not focused on technology, this owner is a great source of ideas. They are always on the go and only vaguely know where everything is that they are working on. They may misplace projects or papers. Easily distracted, this person tends to be a lateral thinker.
  

• The Personality Extension Desk. Covered with dozens of personal touches, this desk displays poster, photos, holiday cards and zany mouse-mats. The owner may even keep personal items such as vitamin pills, hand cream or perfume easily accessible. This personality is very energetic, and keeps food, drink and other items readily available for quick nourishment. They are friendly and talkative but may not be discreet with confidential information.
  

• The Show Desk. This desk has been carefully scripted to present an image of the importance of its occupant. It is very large with few items visible and no personal memorabilia. Giving the impression of space and control, this individual is likely to have a double sided personality. Although friendly in a social group, they become coldly professional once behind the desk. Few people at work will ever know the real person behind the façade.
  

• The Trophy Desk. This workspace is messy and covered with items that reflect its owner’s social, professional or financial success. These “trophies” may include awards, plaques, pictures of expensive holidays, or sporting equipment. While the look may appear random, each item is strategically placed for maximum effect and visibility. Desktop accessories will be bold and brightly colored. These people tend to think big and are natural leaders, but need to be appreciated or they may sulk or have a tantrum.

No matter what your desk style is, it is important to be aware that it sends a message

to others that could be a factor in your success. Remember people will judge you by what you show them.

Barbara Bartlein, CSP, is The People Pro and president of Great Lakes Consulting Group which helps businesses sell more goods and services by developing people. She can be reached at 888-747-9953 or by e-mail at barb@thepeoplepro.com. Visit her Web site at: http://www.thepeoplepro.com/.

How to Reduce Procrastination

By Barbara Bartlein

Procrastination is on the rise and affects more men than women (about 54 out of 100 chronic procrastinators are men), according to Piers Steel, a Canadian industrial psychologist. And why not procrastinate? There are so many temptations that make it easy; Internet, TV, cell phones, Blackberries, iPods, and games. In fact, wasting time is little more than a mouse click away for most of us. “That stupid game Minesweeper—that probably has cost billions of dollars for the whole society,” says Steel.

Procrastination is epidemic in all countries, occupations, and age groups. There is actually a national Procrastination Day, though no one has gotten around to identifying the date, and several Procrastination Societies. The International Society for the Promotion of Procrastination has a Web site that requests potential members send in an application but then states, “If you actually get around to buying a stamp and mailing the envelope, you are obviously not qualified for membership and will not be accepted.”

So how do you reduce procrastination in your life? Here are some techniques and tips that can work for you: Start each week with a planning session and review the plan for 5 minutes each morning. Use a daily planner and write down all important appointments and deadlines. Make sure that your priorities for each day are clear. Use a yellow highlighter to note anything that is ASAP or urgent.

Plan your days according to your personal energy. When are the most productive hours of your day? Focus on doing the most difficult tasks during these times when you are least likely to procrastinate. Do at least one undesirable task first thing in the morning. The rest of the day you can feel that you at least accomplished something. If it was something you were avoiding, it will free up your energy.

Put a time limit on what you feel like avoiding. Knowing that there is an end in sight can give you new energy to get started or keep moving. Even the most unpleasant task becomes more bearable when you know that you don’t have to do it all day or until it is finished. Divide big projects into smaller, doable pieces. This is where a chart can be very helpful with specific dates and timeframes.

Do one step at a time. I am often asked how I find time to write books. I reply, “I don’t write books. I write 250 words at a time.” Much less intimating. Control interruptions. Anticipate potential interruptions by turning off the phone, not answering the door, and letting others know that you are working on a special project. And remember not to interrupt yourself with frequent email checks, or getting up for yet, another cup of coffee.

Balance your day and reward yourself. Use enjoyable tasks to fill in between those you are not so thrilled about doing. Take a walk or get outside for a break. It gives you something to look forward to and will give you new energy to tackle the rest of the day. Practice learned industriousness. It is often said that success breeds success. There are times in our lives when we are “on a roll” and things just keep happening. This is because of a basic learning mechanism called classical conditioning. Hard work that leads to success is very rewarding. That is why successful people find it easier to work hard, they know the success is worth it.

When you start a new task, make sure that you structure it so that your early efforts are successful. This will give you the conditioning to proceed. Regulate your energy. “I’m too tired to work, (exercise, clean the yard, play with the kids, etc.), is a common refrain for procrastinators. Especially work that requires concentration or physical exertion becomes hard to start when we feel energy depleted. Make sure you are doing the basics; eight hours of sleep, healthy meals, and exercising. While you may feel too tired to exercise, it actually increases your energy level over time. Sometimes you just have to force yourself to get started!

Get an accountability partner. When you tell someone you are going to do something, set a timetable and then have to report, you are much more likely to complete the task. Or better yet, form a MasterMind group with other professionals in your field and meet once a month to discuss career issues, projects, etc. It will help you stay focused and rapidly advance your career. Remember, procrastination is the grave in which opportunity is buried.

Barbara Bartlein is the PeoplePro®. She offers keynotes, seminars and consultation to help you build your business. She can be reached at 888-747-9953, by email at: barb@thepeoplepro.com or visit her website at http://www.whydidimarryyouanyway.com.

Published in Networking Today, June 2007

Cracking Under the Pressure? Or Loving It?

By Barbara Bartlein

Chronic stress has been associated with a host of physical problems including cardiovascular disease, hypertension, cancer, and depression. Yet, there are some people who seem to thrive in overdrive to meet deadlines while juggling a brutal schedule. To their co-workers and families, they may appear to be workaholics. But according to new research, they simply may be more resilient or hardy when it comes to handling stress.

“People who are high in hardiness enjoy ongoing changes and difficulties,” said Dr. Salvatore R. Maddi, a psychology professor at the University of California. “They tend to think of stress as a normal part of life, rather than as something that’s unfair.”

Recent research at the neuroendocrinology laboratory at Rockefeller University has demonstrated that people who cope successfully with stress check into work with normal levels of stress hormones. These hormones may climb during the day but they drop sharply at night. Their fellow employees who complain of being too stressed have higher levels of hormones most of that time, rarely dipping, even at home. This ambushes them in a constant state of stress and anxiety.

As with much of our physical functioning, genetics plays a role in how your body produces and handles the stress hormones. Some people simply have a more automatic response where cortisol is released rapidly and builds up in the body.

Your personal upbringing can also be a factor. Sometimes, people crave a fast-paced career because their childhoods were not very stimulating and they longed for something else. Some folks subject themselves to stressors of their own making, driven by unconscious desires to show that they can conquer the challenges.


Stress resilient folks are skilled at knowing when they are reaching their breaking point, and when they need to take a walk or turn off the electronics. They often have had early experiences in difficult situations that taught them how to handle stress more effectively. Some things you can do to become more stress resilient:

• Know your early symptoms of overload: Headaches, backaches, and muscle stiffness are clues that stress is producing the stress chemicals in the body. Insomnia, especially nocturnal variation (waking up after falling asleep) is a classic symptom. Forgetfulness and irritability both signal that the brain is on overload and needs a break.
  
  
• Take action early. If you experience some early symptoms, that is the moment to take action, not when you are completely exhausted. Take an evening off and spend time with the family. Go for a long walk or bike ride. Curl up by the fire and watch a funny movie. This gives your body and mind a chance to renew and regroup.
  
  
• Power your performance: Skip the donuts, old coffee cake, and other low nutrition foods that linger next to the coffee pot in the kitchen. They only deplete your energy and leave you prone to “sugar lows” after your body has tried to digest the empty calories. Eat fruit, yogurt, smoothies, and other power building foods instead. And don’t forget breakfast. This is the meal that starts the engines for the entire day.
  
  
• Siphon your stress: Physical activity reduces stress hormones in your system. Schedule it on your calendar the same way you schedule everything else. Do something everyday. This can be as simple as a twenty-minute walk or taking the stairs several times. At least three times per week, do some fairly strenuous exercise like swimming, riding a bike, or going to the gym.
  
  
• Adjust the attitude: It is not realistic to remove all stress from your life. Stress resilient folks not only expect stress, they prepare for it. If you know you have some difficult challenges in the next week or two, take extra steps to monitor your self-care to be more resilient.
  

For fast-acting relief, slow your life down.

Sign up for Barbara's FREE email newsletter at www.barbbartlein.com. Barbara Bartlein is the PeoplePro™. She helps businesses sell more goods and services by developing people. She can be reached at 888-747-9953, by email at: barb@barbbartlein.com or visit her Web site at www.ThePeoplePro.com. Published in Networking Today, December 2004.

Is There a Psychopath in Your Office?

By Barbara Bartlein

Masters of manipulation, it is estimated that approximately only one percent of the general population are psychopaths. Yet their numbers are overrepresented in business, politics, law enforcement agencies, law firms, and the media according to research done by Dr. Robert Hare at the University of British Columbia, and his colleague Dr. Paul Babiak.

“In the business world, if I was a good psychopath and I was well educated, bright, intelligent, grew up in the proper way, knew how to talk and dress and how to use a fork, I’m not going to go out and rob banks,” reports Dr. Hare. White collar crime offers more “acceptable” opportunities.

Recent events in the business world do raise questions of a darker side to leadership. There are thousands of people who were affected by Kenneth Lay’s decision to unload over a billion dollars of Enron stock between January 1999 and July 2001 while telling employees and investors to buy more. Executives at Global Crossing were receiving bonuses and stock options as the value of the company was shrinking.

The business world offers unique opportunity for a psychopath to ooze charm, manipulate people, and misrepresent their way to the top. But one of the problems in identifying the organizational psychopath is that they often display characteristics that are commonplace for high level executives. Many managers and executives display personalities that are grandiose and narcissistic. That doesn’t mean that they are psychopaths.

According to Hare and Babiak, there are five distinct phases for psychopathic behavior that puts him or her in a power position.

• The Entry Phase. The psychopath leaches charm during the interview and hiring process. He quickly determines the decision makers and then pulls out all stops to impress and influence. Some members of the interviewing team may report their reactions of uneasiness or discomfort, but they often ignore or discount such feelings because the candidate is “well liked.”
  
  
• Identification of Patrons, Pawns, and Police. The patrons are those in the organization who can protect and defend the psychopath. They tend to be trusting and dedicated employees, the perfect people to be used and manipulated. The pawns tend to be in more influential positions and are unwittingly put into service to assist the psychopath achieve his aims. The organizational police are those staff and positions that handle the control functions in the company. These positions include human resources, internal audit, security, and the comptroller. The psychopath figures out systems to bypass the people who might get in the way.
  
  
• The Manipulation. This is where the psychopath really gets to work. The patrons and pawns are exploited, usually on a one-to-one basis, so that the psychopath can pursue his self-interest and goals. Quickly moving up the organization, she is a master of building the network of influence through intense relationships.
  
  
• The Confrontation. At this stage, the psychopath confronts or ignores those individuals no longer viewed as useful to his career and advancement. Often the pawns and patrons are shocked to learn that the warmth they thought they experienced in the relationship was nothing more than a façade. The psychopath has moved on and only spends time with those that are influential supporters.
  
  
• The Ascension. This is the point where all the planning, manipulation, and working the networks pay off. The psychopath moves into a power position and may use the new found influence primarily for her own gain. There is a notable lack of empathy; for other employees, subordinates, and stockholders. In fact, a distinguishing characteristic of the psychopathic boss is a sense of entitlement where the personal gain can be justified.
  

This new research puts an interesting spin on the claims for some in the leadership field that a leader must have charm and charisma. Perhaps, it is time to rethink some of the essential personal characteristics necessary for great leadership.

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Barbara Bartlein is the PeoplePro™. She helps businesses sell more goods and services by developing people. She can be reached at 888-747-9953, by email at: barb@barbbartlein.com or visit her Web site at www.ThePeoplePro.com. Published in Networking Today, November 2004.

Turn Off the TV If You Want More Time

By Barbara Bartlein

Looking for more time? Glance no further than the TV. The latest research on television viewing demonstrates that the average American watches 1,669 hours of the tube each year. That is about 70 days per year according to the Statistical Abstract of the United States.

That’s right, ten weeks per year; watching television. The study does not include all the hours the TV is simply in the background adding to the noise pollution. It’s direct viewing time. Mind numbing time watching re-runs, reality TV, and commercials.

This is time you never get back. These are hours that could be used to learn something new, be with your kids, exercise and weight train, give back to community, or read a book. For that matter, you could write a book. It is hours for tennis, golf, travel, hobbies, and sports. Or here’s an idea, time to do something that makes you money. I never receive cheques from the television stations for watching re-runs of MASH or Seinfeld. In fact, I rarely even remember the next day anything I watched the night before.

TV has a hypnotic effect on people. A passive activity, it doesn’t require any interaction or much thinking. It makes folks feel lethargic, lazy, and dull. I can’t prove it, but I think TV dumbs me down. When I watch more than an hour or so of TV, I lose my momentum and drive. I don’t feel like starting projects or working on anything that takes too much effort. All I feel like doing is watching more TV and maybe opening up a bag of chips, preferably with some dip to go with it.

Is watching TV all bad? Of course not. It provides entertainment and a diversion. It can be an excellent way to relax a bit after a busy day. But we aren’t reaching ten weeks per year with just a little viewing. The TV habit can interfere with living a life. So how do you wean off the tube?

• Log the habit. How do you stack up against the national averages? Only one way to really know and that is to write down your TV time for one week. Is there a pattern? You may find that you are watching a lot more than you realized.
  
  
• Start with a “no-TV” night one or two nights per week. No TV, zip, zilch. Go for a walk, bring out some games to play with the kids, or read a book. At first, you may see a family of “zombies” as they wander aimlessly unplugged from one activity to another. But you will be amazed how quickly everyone adjusts to other activities.
  
  
• Take a class. Any class. It can be one that gives you additional skills to advance your career, or one that broadens your interests. A literature review, a foreign language or simply relaxing making pottery will do more for you than watching folks with minimal talent compete on American Idol.
  
  
• Organize a project. This can be with other family members or by yourself. It can include cooking, baking, household chores, working outside, building something, painting, crafts, quilting, etc. Think about the best days you have. Chances are good that they are days you were able to complete your “to do” list.
  
  
• Identify a replacement goal. What do you plan to do with all your “new” time? This is a great opportunity to focus on something you have been “meaning” to do but never had the time to accomplish. It could be that garden or reading the classics. You may try that sailing class you have talked about for the last ten years.
  

Time is the most important non-renewable resource we have. Don’t lose a fifth of your life doing nothing.

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Barbara Bartlein is the PeoplePro™. She helps businesses sell more goods and services by developing people. She can be reached at 888-747-9953, by email at: barb@barbbartlein.com or visit her Web site at www.ThePeoplePro.com. Published in Networking Today, September 2004.

No Lay-Offs for 145 Years

By Barbara Bartlein

While many companies have down-sized, right-sized, or re-engineered their work force in recent years, Northwestern Mutual Financial Network has never had a reduction in force. No lay-offs and no downsizing – even during the depression. Named one of “American’s 50 Best Companies to Sell For” in 2003 by Selling Power Magazine, and ranked among the “100 Best Companies to Work For” by Fortune Magazine in 2004, NMFN has very little turnover among its workforce of 4600. Employees come to Northwestern and they stay. Often for their entire career.

With 350 offices and over 7,900 representatives across the United States, Northwestern has consistently had the highest available ratings for financial strength from Standard & Poor, Moody’s Investors Services, FitchRatings and A.M. Best. It currently has over 3 million life insurance policy owners with more than 4.7 million policies. It has enjoyed tremendous growth and continues to be one of the most prominent insurance companies in the world.

In a recent interview with Edward Zore, President and CEO, he identified several factors related to the past and continued success of NMFN. He suggests the following for long-term success:

• Discipline and focus. Identify the areas that offer an opportunity to excel and keep getting better at them. Pay careful attention to what works and do more of that. Avoid areas that are not the focus of the organization and keep the spotlight on the core business. Sometimes it is more important to know what opportunities to pass by than identifying new business.
  
  
• Add value. Don’t succumb to the whims of the marketplace and the lowest denominator. Keep the focus on the long term not just a quarterly profit. Long-term growth is strategic with careful planning. Bring high value to all that you provide to your customers and they will be loyal to the company and tell others. There is no better advertising than an enthusiastic customer.
  
  
• Do the right thing. While there is plenty of work for attorney drafting contracts and agreements, Zore feels strongly that your word still has to be your bond. If you say something, follow through. You have to live up to your commitments and reflect integrity in everything you do. Treat people fairly and be proud of what you provide and how you do it.
  
  
• Recruit the best people you can find. Be very selective over who joins the organization and make sure that the qualities of the individual align with the company. Be clear of what the organization needs and bring in new employees that can fill these needs. Hire the very best people and make sure they complement, not duplicate, the talent you already have.
  
  
• Remember, you are where you are because of where you are. Success is partly the individual and partly the circumstances. Don’t let arrogance cloud your opinion of yourself and your talents. Nobody gets where they are by themselves. Make sure that you give back and mentor others who are on their way up. We all drink from wells we didn’t dig and sit in the shade of trees we didn’t plant.
  
  
• Always keep learning. How far you go in life is directly dependent on your openness to new information. Teach classes at the local university, read books that are not in your field and attend professional seminars. Research on reading habits by Penguin Books reports that half of all Americans never read another book after high school and 40% of men say they never read books. Successful people do what others are unwilling to do.
  

Remember, if you are not the lead dog, all the scenery looks the same.

Sign up for Barbara's FREE email newsletter at www.barbbartlein.com.

Barbara Bartlein is the PeoplePro™. She helps businesses sell more goods and services by developing people. She can be reached at 888-747-9953, by email at: barb@barbbartlein.com or visit her Web site at www.ThePeoplePro.com. Published in Networking Today, August 2004.

Caution: Unfair Boss May Be Hazardous to Your Health

By Barbara Bartlein

Working for an unfair boss may not only be unpleasant, it may actually be hazardous to your health. A new study demonstrates a higher risk of heart attack or stroke over the long term for those who work for bosses that are considered unreasonable in their demands.

In a new study, published in the current issue of Occupational and Environmental Medicine, researchers asked 28 female health care assistants to rate the style of their nurse supervisors based on whether they agreed with statements, such as “I am treated fairly by my supervisor,” and “My supervisor encourages discussion before making a decision.”

The assistant’s blood pressure readings were then taken every half hour for 12 hours over three working days. The study found that the subjects experienced a 15 mmHg rise in their systolic pressure (the top number in a blood pressure reading) and a 7 mmHg increase in their diastolic (the bottom number) on the days that they worked for an unfair boss versus the days they worked for a boss they admired and favoured.

Researchers found that the more unfair and unreasonable the boss was perceived, the higher the blood pressure readings of the participants. Interestingly, blood pressure actually dropped on days that the assistants worked for bosses they liked.

“Supervisors are in a position of relative power within the working environment. Their interactional style may have the potential to influence their supervisees’ well being, either positively or negatively,” writes researcher N. Wagner.

This additional workplace stress could be significant for worker’s health as an increase of 10 mmHg systolic and 5 mmHg diastolic blood pressure is associated with a 16% higher risk of heart disease and a 38% higher risk of stroke.

While this was one of the first studies to look at how the workplace affects overall heart health and cardiovascular risks, it is not likely to be the last. As health care costs continue to escalate, employers can no longer ignore the tyrant supervisor who creates a toxic work environment.

Employees also need to take steps to protect themselves. Some steps you can take:

• Never work for someone you don’t admire and respect. Not only is there no opportunity to learn, it will be an exercise in frustration. If you have no choice but to stay in a negative environment due to economic factors, at least seek out a positive colleague and mentor who can serve as a resource.
  
  
• Evaluate your energy level when you enter the building. Do you feel eager and excited when you enter the building to go to work, or does the life go out of you as soon as you walk in the door? Pay attention to how you are feeling and it can be a good indicator whether the supervisor and even the job is the right fit.
  
  
• Counteract negative stress by an exercise program. Engage in cardio activity at least three times per week. It not only improves cardiovascular health, it will reduce your stress level and increase your energy. It’s easy to make time…you just schedule it like everything else.
  
  
• Avoid toxic people. At work and at home. It’s easy to know if you are around “energy suckers,” as the longer you are with them the more exhausted you feel. They are often chronic complainers and see the negative side of life. Cultivate relationships that are energizing and fun. Life is too short.

Sign up for Barbara's FREE email newsletter at www.barbbartlein.com.

Barbara Bartlein is the PeoplePro™. She helps businesses sell more goods and services by developing people. She can be reached at 888-747-9953, by email at: barb@barbbartlein.com or visit her Web site at www.ThePeoplePro.com.

Published in Networking Today, February 2004.