Click to read: 3 Causes Of Career Burnout And Strategies To Tackle Them
Click to read: 3 Causes Of Career Burnout And Strategies To Tackle Them
Click to read: The Top Four Reasons Why Employees Leave Their Job
Source: Warwick Business School (WBS)
Click to read: How the best managers identify and develop talent
Source: Harvard Business Review
Worklife four spokes sounds like a bicycle rotating wheel theory. Anything that makes the wheel of life move in the right direction is worth a taste. What happens when those with ‘professional’ taste buds go on a tasting ‘mission’; tasting, wine, coffee, cuisine, beer etc? Take a little, swallow or spit it out.
I therefore urge you to give ‘worklife four spokes’ a tasty trial. Moreover, we have moved from worklife balance, to worklife blend, worklife effectiveness, and worklife in homelife. The final admonition is that you should actually forget trying to achieve worklife balance.
“After all, your car can be repaired or replaced; you cannot.”
The theory behind ‘worklife four spokes’ says that you can assess your work/life balance by paying attention to the four spokes of life. You need to view your life as a wheel made of four spokes, and becoming mindful of what might be out of whack.
Spoke 1 Work: Practice healthy work habits, and work harmoniously with coworkers.
Spoke 2 Family: The second most important of the spokes, but the worse to define. Whatever your family configuration or definition, what are you giving to it?.
Spoke 3 Play: Social interaction outside your family to friendships and pastimes. Play, fun activities that takes you away from everyday routines and stressors.
Spoke 4 Self–Care: The most important, but often considered last and least. No one can give you this, not even family, it’s all yours.
What do you notice, is balance missing in one or more quadrants? What do you want to change? How would you do it and when will you begin? Do you need a mentor?
Many of us treat our cars better than we treat ourselves. If you were a car with a flat tire, you would slow down, pull over on the roadside and fix the tire. So what’s stopping you from doing that for yourself? After all, your car can be repaired or replaced; you cannot.
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Worklife grooves on Ferrari for some people, most especially those with a Mentor. This can be at the same time and in the same environment others are having career and worklife nightmares. And there are other possible several reasons for either experience.
The focus here are on people whose worklife grooves because they have a mentor. Worklife nightmares caused by a bad boss, toxic workplace, inappropriate organisation culture and the like can be better managed and overcome with the support of a great mentor.
Worklife grooves on Ferrari if there is a mentor that can tell you the hard, difficult and painful truth. Someone who can provide guidance that is well scripted and targeted to get you to a c-level position. A mentor who can drain the vibrancy out of your great idea, because it can only get you 5% of the way. And ready to stand by you, as you take on the other 95% which is execution.
Most times, people are introduced to mentoring through an organisation network they belong. Individuals drop off, or grow strong in the mentoring relationship because of the program management structure.
What is important is knowing after five decades of mentoring relationship research, with irrefutable evidence: worklife grooves for people who have strong mentors. Such people accrue a host of professional benefits, including more rapid advancement, higher salaries, greater organizational commitment, stronger identity, and higher satisfaction with both job and career.
They also see personal benefits, such as better physical health and self-esteem, ease of work-life integration, and strong–er relational skills. At its best, mentoring can transform lives and careers while bolstering retention and maximizing employee potential.
A mentee cannot succeed in a mentoring relationship without a good mentor. I have enough reasons to blame myself for not maximizing mentors that came my way. Though I could have done better if the mentoring program was well resourced to provide support, even though I was failing as a mentee.
The focus of this issue will therefore be placed on the mentor and the mentoring structure.
If there is a single, consistent Achilles heel in organizational mentoring structures, it is marginal mentoring. Marginal or mediocre mentoring may be a consequence of assigning mentors who are too busy, disinterested, dysfunctional, or simply lack competence in the role.
Marginal mentoring can also come from using experienced mentors. They could have supported other mentees very well in the past, but who at that point, are struggling with some aspects of their worklife.
The worst of marginal mentoring is where prospective mentors are randomly selected or told to participate. And thereafter, leaders fail to give resources, evaluate, or reward mentoring.
With no meaningful incentives attached, it is justifiably seen as an onerous add-on duty. A thankless distraction from real work that leads to immediate and visible productivity, pay and advancement.
What’s more, too often, program leaders erroneously assume that any successful manager can mentor effectively, with minimal (if any) training. Evidence indicates that poor mentoring can be worse for employees than no mentoring at all.
Ill-prepared and marginally competent mentors not only give mentoring a bad name in an organization. They also sabotage retention, commitment, and employee development. The very objectives that drive mentoring initiatives in the first place.
Note: The use of the phrase, ‘master mentor’ has been changed to, ‘experienced mentor’. This is to reflect ongoing changes as a result of the black lives matter campaign.
The Experienced Mentor approach described by Harvard Business Review (HBR) was designed to create cohorts of experienced and well-trained mentors. This approach is effective at enhancing the personal well-being and career trajectories of mentees. It also produces mentors who are also willing to become resources and coaches to less experienced mentors.
HBR reports that this pilot program yielded some important lessons for mentoring organizers.
Successful Experienced Mentors accelerate the advancement of high-talent hires. They also elevate the quality of mentoring throughout their organization. Here are the salient components of the model developed:
Note, you may be asked to register with HBR to access the original web page.
Toyota Motor Co. is now telling eligible employees that they can work from home permanently, rather than “until further notice,” as the company looks at ways to keep employees safe during the coronavirus pandemic.
The employees eligible to take advantage of the plan include clerical and engineering staffers as well as those caring for children or elderly parents. Many white-collar workers are expected to remain home until fall.
That flexibility could save the company some money in the long term, if they discover that there is a large number of people who would prefer working from home and can do so without it impacting the company’s overall operations. This could mean less need for office space. If enough people stay home, teams could be consolidated – in terms of space – requiring fewer offices and, perhaps, even fewer buildings, lowering costs.
Click link to view original web page at …
What do we really need about work-life: a balance, more effectiveness at work or a better blend of work and life? Do we just need to invest more into life and not work? Or since some are afraid of loosing their job or the next raise, we should just invest more in our work, taking the spiral back to an imbalance with life?
The conversation is on and getting hotter. Thanks to a pandemic that made almost everyone to invest more into life and family – by working from home. Though with excess time capacity, we could not do much of fun stuffs the way we do traditionally. The last few months have also transformed where, when and how we work, breaking down the tenuous barriers that separated our personal and professional lives. In addition to this […]
Life is similar to walking on a tightrope, where we have to skillfully balance our career and personal life to reach our goal successfully. Our work-life and our personal life are two very important pillars. While work allows us […]
Jack Welch, who led G.E. through decades of prosperity, is dead at 84. He died on Sunday 1st March, 2020 in New York City.
How did he, described hisFunWorkLife?
Personae Description: Combative and blunt.
Personnel Management: Someone who dislike bureaucracy, made sweeping payroll cuts by slashing G.E. work force. Earning himself the nickname “Neutron Jack,” in the process.
Talent Development: He created intrapreneurs within G.E., and other companies repeatedly recruited talent from there.
Accolades: In 2000, The Financial Times named G.E. “the World’s Most Respected Company” for the third straight year. That was a period, when Mr. Welch was managing the company. And Fortune magazine named him, the “Manager of the Century,” in 1999.
Curtain Fall, Window View Thought: If the widely diversified corporation that Mr. Welch built for about four decades (from 1960 when he joined, to 2001 when he stepped down as Chairman and CEO), is now out of favour in year 2020; why the fight in the trenches of life, especially corporate or political life?
What Mr. Welch gave to hisFunWorkLife, was it, =, >, or <, what he gave to hisWork, what he gave to hisFun, or what he gave to hisLife?
Fifty Percent of Life at Work (in G.E.) + Fifty Percent of Life Outside of Work = Total Existence
“There’s no such thing as work-life balance“
But that will be throwing out his post G.E. Work-life. This includes productive work, and income generating activities such as the two business books that he co-wrote with his wife, Suzy Welch, “Winning,” published in 2005, and “The Real Life MBA,” published in 2015. Or that he now has an MBA program running at his Jack Welch Management Institute. And that he kept making money from other ventures till he stepped out of life.
Seventy Percent of Life at Work + Thirty Percent of Life Outside of Work = Total Existence
It therefore seems like the most important part of Mr. Welch’s life was about G.E. And Mr. Welch ‘succeeded’ during his time at G.E., so did G.E. defined him? Should whatever G.E. has become now, also define him? Should his life before G.E. or after G.E. define him?
New York Times business columnist James Stewart wrote in 2017, “Hardly anyone considers Mr. Welch a management role model anymore, and the conglomerate model he championed at G.E.- has been thoroughly discredited, at least in the United States.”
But as Mr. John A. Byrne wrote in “Jack: Straight from the Gut,” Jack Welch “…was the right person for the (his) time,”
A story can be written in different ways, to show whichever side we prefer to look from.
Jack Welch – It’s Not Where You Start From
Jack was an only child to a railroad conductor father and a homemaker mum. Neither of his parents had graduated from high school, but he earned a bachelor’s degree and a Ph.D.
He inherited a strong company, with $1.5 billion in profits, but took it higher. He led G.E. to a record fivefold jump in revenue and got the company’s stock market shares valuation to soar from $14 billion to more than $410 billion. And for all his hard work, love him or hate him, he went home with a record severance payment of $417 million when he retired in 2001. Got married thrice and surely had kids.
hisFunWorkLife, hisWork, hisFun or hisLife?