Friday, 15 August 2014
Embrace, do not fear your clock - the question of work/life balance:
Embrace, do not fear your clock - the question of work/life balance:
Finding it more challenging than ever to juggle the demands of your job and the rest of your life? You are not alone!
Many people are putting in extra hours, and rather than getting more quality from life!
Take stock of activities in your career or personal life, and minimize the time you spend on them without compromising quality by being smarter about how you spend your time - we seem to be stressing more and enjoying life less!
Here are some practical thoughts on how to turn that around:
1. Build downtime into your schedule.
Plan your week ahead of time where possible. Make it a point to schedule time with your family and friends, and activities that help you recharge.
2. Drop activities that sap your time or energy.
Many of us waste time on activities or people that add no value -- for example, spending too much time at work with a colleague who is constantly venting and gossiping and distracting you. Another thing most of us could easily improve on is NOT second guessing ourselves so often.
Just think: you may even be able to leave work earlier if you make a conscious effort to limit the time you spend on the web and social media sites, and perhaps most importantly, consider the efficiency and effectiveness of all calls and emails!
3. Rethink your errands.
Consider whether you can outsource any of your time-consuming household chores or errands: By ordering certain groceries online, or hiring a kid down the street to mow your lawn? Have your dry cleaning picked up and dropped off at your home or office? Spend less time in traffic by planning a sensible route in one trip instead of two in order to cover as many things in that trip as you reasonably can. Order your stamps and other necessities as well as pay your bills online where possible.
4. Get moving -
It's hard to make time for exercise when you have a jam-packed schedule, but it may ultimately help you get more done by boosting your energy level and ability to concentrate and ultimately gives you a healthier, less stressful lifestyle!
5. Remember always that a little relaxation goes a long way.
Don't assume that you need to make big changes to bring more balance to your life. Set realistic goals, like leaving the office earlier 1 night per week.
Gradually build more activities into your schedule that are important to you. Maybe you can start by spending an hour a week on a hobby or planning a weekend getaway with your partner or a friend.
Tuesday, 29 July 2014
The reality of Life in 2014 - a tragedy....?
Monday, 28 July 2014
El amor y su poder....
Friday, 25 July 2014
WHAT DEFINES A GOOD LEADER?
A key leader performance measure is often identification of early promotion potential. Comparing a leader’s performance to the organisation’s leadership framework. Regular appraisals, as judged by immediate and higher-level supervisors serving in positions which facilitate the appraiser’s observation of demonstrated performance in leadership roles, is one means of assessment often used.
Predictably, studies have shown that those with internal, intrinsic motives performed better than those with external, instrumental rationales for their service — a common finding in studies of motivation. Surprisingly, however, those with both internal and external rationales actually frequently prove to be worse ‘investments’ as leaders than those with fewer, but predominantly internal, motivations!
Common methodology and management policy in leadership training and guidance pontificates that the best way to influence behavior is to incentivise it, and such external incentives certainly work with laboratory animals.
A longstanding dichotomy in the field of leader development is whether to teach leadership as a set of skills that lead to higher performance (a competency-based model), or to teach leadership as a complex moral relationship between the leader and the led, (a values-based model that is relatively challenging to measure). Recent major studies demonstrate that those who lead primarily from values-based motivations, which are inherently internal, outperform those who lead with additional instrumental outcomes and rewards.











