This last fall, I had an experience that provided some big education.  I learned that how we measure time can be as effective as how we manage it.  Here is my story.

We live in beautiful, British Columbia which operates on Pacific Standard Time.  In the fall we set the clocks back one hour and in the spring we set them forward one hour.  As a Saskatchewan girl, this doesn’t make sense nor does it feel natural to me yet.

Last fall the daylight savings date was November 6^th and we diligently changed each and every clock in the house, in the office and in the car . . . or so I thought.  On November 23^rd I was in a concurrent session at a conference when my mind started to wander.  I checked my watch to find out how much time was left.  To my surprise I realized that the watch on my wrist (that I wear every day) had not yet been adjusted. 

Now to anyone else, this might seem like no big deal but to someone who regularly teaches time management and repeatedly emphasizes the importance of time . . . it was  a big shock that I missed this key point.  At first I beat myself up and questioned what I taught, how I taught it and the degree of effectiveness.  After enough time to think and process more clearly I found myself asking more questions and  making less judgement.  Some of my reflections lead to questions like:

1)  Does time mean the same to everyone?

2)  Do we all use the same means for measurement purposes?

3)  If a clock is not present, what do we use to measure time?

4)  In the face of technology and cell phones, have watches become jewelry?

This situation and reflection has me rethinking a few things.  So before I jump back into time management strategies that are based on a 24 hour clock , should I be asking more questions rather than teaching?

Here are a few questions to get you thinking about your own time management:

1.  What do you use to measure time – hours, contracts, proposals or widgets?

2.  If you could use a better measure for success, what would it be?

3.  How much do you rely on a 24 hour clock to dictate your processes and productivity?

I still have not figured out if effective time management is something that we are born with or if it is something we learn . . . the debate continues in psychology.  I also wonder if time management is a better measure of passion or organization and skill.  I have figured out that my watch has become more aesthetic than functional and I have shifted to measuring my activity based on productivity.  Did I get this article done in a scheduled hour or is it done when I get to the end?

If your employees struggle with managing time, deadlines and workflow contact us at pam@thepossibilities.ca or 604-468-9094.  There is nothing better than sorting through the problem areas (and people) to create solutions that will align your staff and improve your productivity, retention and morale. 

It is important that regardless of structure, there is a level of respect, consideration and trust within employee relationships.  Often when people work together for long periods of time, they get to know each other on a personal level and include conversation about home, life, family as well as their work.  They may also begin to spend time together on a social level outside of the office.  How well employees get along and the strength of the connectedness is usually easy to see and measure (also known as morale). 

Most employers actually want their staff to have friendships as well as working relationships.  It forges the trust and respect and increases retention because of a feeling of belonging.  But should this also apply to supervisors and their employees?  Should supervisors be friends with their staff outside of work or does this blur the lines of authority and supervision?

Let me pose a few questions to get you thinking about this further:                                   

1.  Will supervisors make different decisions because of emotion?

        I don't want to hurt this employee's (my friend) feelings?

        I don't want to run the risk of having him/her made at me because it will ruin our friendship.

2.  Does objectivity get lost when balancing decisions and actions on "friend or employee'?

        I know this person well and he/she does not like doing tasks like this?

        Bob is going through a tough time at home, now might not be the best time to make this request of him.

3.  Will favouritism enter the workplace?

        Sue always gets off easy because she is a friend of the manager.

        I won't bother asking for that project because the supervisor will give it to one of his "drinking buddies".

The research is vast and reliable to show that employees don't leave jobs, they leave bad bosses.  There is a fine line between supervisor and friend and this line can help workplace relationships or get in the way to create bad managers.  There is no "across the board" answer to this question – each workplace, department and team must do what fits for them. 

What is essential, regardless of level of interaction and sociability, is open and honest communication amongst colleagues.  Be sure to put problems, ideas and options on the table for all to see – be transparent.  If subjectivity is true, then it should not be an issue to explain rationale, decisions, appointments and requests.

Are you a transparent supervisor or is friendship getting in the way?

If your management and staff are struggling with morale, relationship fit and crossing those fine lines, contact us at pam@thepossibilities.ca or 604-468-9094.  There is nothing better than sorting through the problem areas (and people) to create solutions that will align your team and improve your productivity, retention and morale.

If company ABC earns 7 million/year and spends $50K for training, this company is sending the message that the value of their employees is not even 1% of revenues.

If company XYZ profited $500K last year and spent $3K for employee training, this company is investing less than 1% of their profits back into the staff that made it happen.

Question:  should the amount spent on employee development matter if the company is private, franchised or corporate?

I will never prescribe that budget lines for training and development should be a certain percentage of revenue. The uniqueness of each company and the employees they house should be a larger proponent of training dollars than profits.

It is a simple process to assess if performance, productivity and HR benchmarks are hitting the mark – your dollars and cents will tell you this. It is also easy to diagnose what isn't working – you just need to ask your employees.  They will give you the truth, unless trust is an issue in which case an outside consultant/trainer will be needed to get an accurate assessment and recommendations.

Once you have identified the problems, issues and gaps, you are in a better position to implement training and development for solutions. For continuity and rapport building with your staff, keep the same consultant to implement the solutions and change.

The amount of training and development required for each company, with their respective set of staff and issues will differ, so training frequency and cost is not one set formula.  What can be regulated is the degree of change after the training – evident and tangible results should be evident and measured by HR metrics as well as production and sales.

If changes aren't long-lasting or do not occur at all, then the problem may not be accurately defined or the training may be missing the mark.

Whatever you do, please don't keep doing what does not work. Implement change and solutions by giving your staff the knowledge, skills and abilities to perform well and excel in your company.

If you read this and don’t have confidence in your training and development program or budgets, then you are a prime candidate.  Contact us at pam@thepossibilities.ca or 604-468-9094 to arrange a Change Strategy Session to diagnose the problems that exist with your company and staff so we can develop a program for change and budget. 

I would like to give you a few symptoms evident in people and the workplace that might be warning signs that the need for change is sneaking up on you:

Change & Options

For you and your staff:

- easily frustrated with people or minor issues

- feeling increased pressure from upper management

- avoiding situations whenever possible

- feeling exhausted from fixing others, problems and situations

- seeming like the “referee” most of the time

- feeling time strapped with endless issues and conflict

 - feeling stress that did not use to be present under normal conditions

For your company:

-  an increase in sick days taken

-  turnover numbers on the rise

-  a general sense of tension in the air (but without an obvious cause)

-  lower morale that hinders interest and willingness

-  lack of social interaction or stories of fun

-  enthusiasm is gone and “feels like a job”

-  sales, production and profits are variable and not hitting targets

-  an endless list of meetings with little productivity or change coming out of them

If you identify with any of these bullets, then you are a prime candidate for change.  Visit our website to read more about change management strategies in the workplace.  Contact us at pam@thepossibilities.ca  or 604-468-9094 to arrange a Team Change Strategy Session to diagnose the problems that exist in your company and staff. 

I will never profess to be well versed with technology and the future is not looking much different.  Until now, I’ve gotten away with learning enough to get by and contracting out the majority and in depth difficult pieces.  Does this work – absolutely!  Will this continue to work in the future – not for long! 

There is always a fine line that indicates how much we can “get away with” and “when it is necessary to change”.  This fine line is not always evident but can become obvious when stress and frustration exceed acceptable levels. 

In workplaces, pushing the limits can be the norm and how groups function for extended periods of time.  Teams, units and departments may continually work within processes and atmospheres that are not optimum, efficient or effective.  Unfortunately, even though functioning and performance is below optimum or even acceptable levels of productivity, there is a tendency to keep doing what is predictable and comfortable . . . even if it is wrong or ineffectual.  It is only when people and situations are pushed beyond  . . . that crisis hits and people are open to change.

The key to change is not always about what needs to be implemented, but catching it early enough.  The signs that indicate when people, things and processes are not working well are usually obvious – tension in the air, low levels of productivity, poor morale, absenteeism and lack of cooperation and communication. 

Starting with today, all I want is for people to achieve a new level of awareness.  I want people ask themselves key questions for change:

1.   How come we are not compelled to change this situation?

2.   What would be the hardest part to tackle?

3.   Who would need to be the impetus to change?

These questions are not about creating and implementing change but instead are about understanding what keeps you from changing what does not work.  When you understand what makes things comfortable (and even predictable) then you will understand the reasons for not imposing change.  Doing what doesn’t work may not seem effective but it is at least “normal”.  Change is difficult – it is the hardest road to take even if promise and improvement is on the other side.

Contact us at pam@thepossibilities.ca to talk about managing change in your business or coordinating a training session for your staff (live or webinar).  Visit our corporate training topics to explore other areas where you can create change in your workplace. 

If you have set up SMART goals, then measurement is very easy and you don’t need to wait until the year end to assess.  SMART goals follow the acronym by being: specific, measureable, attainable, relevant and time bound.

Can you see a difference?

I want to lose this extra weight.

I want to lose 25 lbs for summer.

Although both goals are specific and measureable, the second one is SMART because it adds the aspects of attainable, relevant and time-bound. 

If you are serious about setting great goals for 2012, then take on a bigger challenge and set SMARTER goals.  These take SMART goals two steps further by adding the need to evaluate and re-evaluate.

Staying with the examples above, a SMARTER goal would be

            I want to lose 5 lbs every month.

With a goal like this, you can assess at the end of every month the degree of success, what worked and what did not work.  From there, the goal might change as you move forward and look like this

            I want to work out 3 times per week to lose 5 lbs every month.

This being a new year, keep in mind the essence of goal setting:  be clear on what you want.  Drop the vagueness, the niceties and the glamour and nail down what you will do in a SMARTER way to reach your goals.

We wish you all the best in 2012 and hope you have all the success in life, health and business.  If you need a hand setting SMARTER goals, then drop us a line at pam@thepossibilities.ca so we can help get you started.

Change is often implemented in crisis – when things (sales, productivity, staffing, finances and relationships) get bad enough to “stop doing what is not working”.  Crisis driven change is often a knee jerk reaction met with resistance and resentment and this is why change has such a bad reputation.

Change, both personal and professional, is usually a source of stress and anxiety for many employees.  This is closely related to the idea that people resist what they don’t understand or what feels forced.  Employees and people adjust better to change when they know what is coming, the rationale behind the change and how it will impact them on a daily basis.

Tips for implementing change that will be accepted and successful:

1.  Include your staff to identify problems as well as brainstorm solutions

2.  Identify and simplify the steps needed to implement change

3.  Create a timeline for the changes to be implemented

4.  Communicate and share the steps and timelines with all staff

Contact us at pam@thepossibilities.ca to talk about managing change in your business or coordinating a training session for your staff (live or webinar).  Visit our corporate training topics to explore other areas where you can create change in your workplace.