Be Proactive - Covey Habit #1 -part a

Written by Steve Wright

Continued from page 1

There is a model called Rational Emotive Therapy (RET). This is often used where people feel helpless inrepparttar face of mounting odds. It is especially effective where people feel they are being oppressed by others for no reason. The model has three steps:

What isrepparttar 142831 strongest emotion? - Depression, Anger, Fear, or something else? As a side note it can be handy to identify that Depression tends to be aboutrepparttar 142832 past, Anger aboutrepparttar 142833 present and Fear aboutrepparttar 142834 future. This can help guiderepparttar 142835 appropriate reaction. What wasrepparttar 142836 trigger for this emotion? Find what incident was atrepparttar 142837 start ofrepparttar 142838 emotion. Often this might be "He said.." or "They decided..". ie Actions of others. This is identifyingrepparttar 142839 "have done to me" aspect that Covey uses to identify reactive responses. Here we are identifying those reactive responses to help us find proactive ones we can choose from. What are other reasons or options? Here is where we investigate what might have driven others to makerepparttar 142840 choices they did. Let's look at my son's music example from above. My strongest emotion was Anger. It was very much inrepparttar 142841 present. What wasrepparttar 142842 trigger? - My son creating allrepparttar 142843 noise. Why? - He wanted me to stop working and play with him. I now have a good basis to decide how I am going to respond and be consciously proactive.

To be proactive is then to choose how we respond to what is happening around us. We need to takerepparttar 142844 initiative and not react to only what we see asrepparttar 142845 reality. Better to stop, assess and chooserepparttar 142846 response that best serves us.

Covey also talks aboutrepparttar 142847 concept of "Circle of Influence" and "Circle of Concern". These arerepparttar 142848 second part of "being proactive", and I will discuss them in "Habit 1 - Be Proactive (part b)".



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Is Your Workplace Suffering from Contagious Stress?

Written by Graham Yemm

Continued from page 1

Stress accounts for around 40% of long-term absences – and can reduce performance by up to 70%!! If it leads to a high staff turnover that compoundsrepparttar situation, disruptingrepparttar 142526 business, increasing costs (direct and indirect) and reducing profitability. It is estimated that over 270,000 people are absent from work every day due to stress related issues! 1 in 5 report feeling extremely stressed at work. That is 5m people!!

If you are an employer, or a manager, you need to pay attention to what is happening in your workplace regarding stress. It affectsrepparttar 142527 people, performance and you! Stress is not an illness, it is a state and can be managed or changed. However, not doing so can result in someone becoming ill.

The other reason for paying attention to this is that there is legislation around it! There isrepparttar 142528 duty of care and responsibility attached to managers as part ofrepparttar 142529 Health and Safety legislation. This means undertaking risk assessments, creating a positive environment and managing work activity to reduce stress and pressure at work.

You can use these questions to get an immediate sense of where you are meeting HSE criteria and where issues may occur for your business:

  • The culture of your organisation - how does it approach work-related stress?
  • Demands on people, such as workload and exposure to physical hazards. Is work sensibly scheduled so thatrepparttar 142530 workload levels are right?
  • Control over their work andrepparttar 142531 way they do it – how much say do staff have?
  • Relationships – how do you deal with issues such as bullying or harassment? (Remember, up to 1 in 5 reports they have been bullied at work.)
  • Organisational change – how is it managed and communicated?
  • Understanding of role – do individuals understand their role inrepparttar 142532 organisation? Doesrepparttar 142533 organisation ensure that individuals do not have conflicting roles or challenges? (Is there a clear definition of roles?)
  • Support and training from peers and line managers forrepparttar 142534 person to be able to dorepparttar 142535 core functions ofrepparttar 142536 job – do you cater for individual needs and differences?
How well would your workplace score? Which areas could do with some attention? Remember, prevention is usually preferable to cure in most things. Pay attention to these factors and you can start to address stress early on, preventing it becoming a problem. This will reducerepparttar 142537 chances of it spreading. If you can identify specific areas, or individuals, where stress seems to occur frequently, consider how you can “quarantine” them!

Look at your organisation, and yourself if necessary and think about what you can do against these factors to vaccinate it against stress! You do not want it becoming an epidemic – it is bad for business!! Make time to avoid pressure turning to stress for you personally and you will be in a better position to look at those around you and spotrepparttar 142538 early warning signs – and supportrepparttar 142539 people who may be in danger of becomingrepparttar 142540 stress spreaders to stop them at source!

To keep yourself inrepparttar 142541 right state to avoid becoming stressed or a stress spreader, learn to be reasonable with yourself – and others. Keep things in perspective and set realistic standards and expectations for yourself.

When things are building up ask yourself:

– what will this look like in a year when we look back on it? (Or 3 years or 6 months.) How important will it seem then?

- what will berepparttar 142542 worst that might happen if I don’t…….?(or do!)

- what am I gaining by always thinking I have to be "Superman" or “Superwoman”? How often do I manage it?

Stress can be contagious – and when it isrepparttar 142543 negative form of stress it spreads quickly and no-one enjoys it or benefits. Prevent it with your attitudes and behaviour to yourself and others.

Graham Yemm a founding partner of Solutions 4 Training Ltd. He has worked with many different organisations around the world conducting both training and consultancy assignments. He is a Master Practitioner of NLP and an accredited trainer for the LAB profile programme – “Words that Change Minds”. Contact, <Back to Page 1 © 2005
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