Forming a new habit in the best of times can be difficult, let alone trying to make changes when you’re already spent. But just because you’re exhausted, doesn’t mean you can’t build new, healthier habits. The key is to start small. First and foremost, make sleep a priority: go to bed and wake up at the same time each day. Most of us go to bed too late to get the amount of sleep we need, so move your lights out time back as needed. Then, work on your nutrition. Aim to drink more water and identify the eating habits that make you feel more energized and less drained. If you’re overloaded at work, keep a glass of water and a snack on your desk so that you don’t forget to stay hydrated and nourished. Next, fold in some exercise. You don’t need to overdo it. You’ll see your overall wellness improve if you do at least 25 minutes of vigorous cardio exercise three times a week. If that seems like too much to start, begin with gentle stretches in the morning and a daily walk in the afternoon, and build up from there. These are the basics, and once you’ve established these habits, it’ll be easier to take on more. Choose one to work on at a time, whether it’s focusing on being on time, planning your week in advance, or some other new behavior that you’d like to master, and take it slowly and steadily.
Author: Nick Kalikajaros
We know work can be stressful, so it’s not surprising that many people experience panic attacks while on the job. The feelings and physical symptoms (such as shortness of breath and tightness in the chest) can be very scary. So, what should you do if you experience one at work? Try these steps.
- Breathe deep and slow. Close your eyes. Breathe in for a count of four, hold for a second, and then breathe out for a count of four. This will slow your heart rate and may counteract feelings of dizziness. It will also give you a feeling of control and can reduce your fear.
- Try mindfulness. Bring your attention to the present. Focus on your physical sensations, and name three things you can see, three things you can hear, and three things you can feel.
- Visualize a peaceful and happy place. Think about a place that relaxes you: a favorite beach, a hike, a lake. Picture yourself there and focus on as many details as possible. Is there sun streaming through trees or reflecting off the lake? Is there a smell of leaves or flowers?
- Repeat a mantra. If you already have a mantra or favorite words of affirmation, repeat them. If not, close your eyes and try one of the following phrases: “This will pass,” or “I will be fine,” or “I will get through this.”
Most of us would prefer to think long-term about our careers, rather than just veering randomly from opportunity to opportunity. But how can you be strategic if you’re not entirely sure where you ultimately want to end up? Try these four strategies:
- Figure out what you don’t want. For instance, you might decide you never want to work for a micromanaging boss again, or you’re done with your current industry, or you no longer want to work hands-on and only want to take on advisory roles. Those are useful pieces of data that can help you form a more realistic picture of what you dowant.
- Pick a “provisional hypothesis.” It’s hard to think about narrowing your options permanently so pick one direction as a hypothesis for where you want your career to go. This should be an informed choice, and you can always change your mind later, but it’ll help you to work strategically toward a plausible goal.
- Make progress on the basics. Double down on foundational, transferable skills and knowledge that will make you better, no matter what direction you ultimately decide to pursue.
- Take stock of your emotional and mental energy.Sometimes the best thing you can do for your long-term career success is to take a well-deserved break, whether it’s a more formal sabbatical or simply recognising that it’s OK to pause on ambitious new goals right now. There’s no need to beat yourself up for a smart choice.
With more and more people quitting, leaders need to find new ways to keep employees on board. One under-recognised way to encourage retention is to support employees in pursuing their passions outside of work. First and foremost, that means giving them the flexibility to define their work hours and clear permission to do so. You might even give employees dedicated time off, like sabbaticals, to further explore their outside interests. Then lead by example. Share your passions and explain how they re-energise you to do your best. Encourage employees to share their interests with each other as well. You might set up weekly or monthly meetings with the expressed purpose of talking about projects, growth, and learning outside of work, so that colleagues can get a glimpse into each other’s full lives.
As disturbing world events continue to unfold, it’s understandable that your team’s minds are elsewhere. As a manager, what can you do to support your team right now? How do you balance the need for compassion with the need to still get work done? To start, take some time to understand your own emotions. You’ll be better able to support your team and model resiliency if you acknowledge and manage any stress and anxiety you’re feeling yourself. Then, have a conversation with your team to acknowledge what’s happening. Pretending that everything is fine, or just trying to go about work as if nothing is going on, can cause people to disengage or to feel resentful. At the same time, try to avoid brooding, where you or your team members get stuck in a spiral of negative thinking. Focus on action instead. You can do this by asking, “What would be most helpful at the moment? Let’s think about it together.” Finally, encourage self-compassion, and model self-care. Acknowledge that stress is a normal, physiological response to feeling out of control or threatened — and share any strategies that are currently working for you.
So, you’ve gotten a job offer — but you’re still waiting on another. You don’t want to pass up the opportunity that you know is a sure thing. But you also want to see how the hiring process plays out at the other company. What should you do? First, express excitement to the company that has made you an offer. Then ask for a week to make a final decision, and gauge the hiring manager’s reaction. If they seem chilly, ask them what a reasonable period of time would be — without providing more detail. You can even try to extend the timeline by asking to meet a few potential colleagues or to take a tour of the office. At the same time, contact the recruiter or hiring manager from the other company to reiterate your excitement for their job. Let them know that you have an offer from another company. Mention that you wouldn’t want to lose the offer if you’re not a viable candidate for the job, ask if you’re truly in the running, and listen carefully to the energy in the response. If they say you are a viable candidate, there’s great enthusiasm, and you’re far along in the interview process, you can ask if there’s anything else you can answer for them to make an offer. If it’s early in the interview process, you can see if they can expedite the rest of the process to determine if you’re the best candidate for the job. If they can speed things up, great! If they can’t, you’ll need to decide whether you want to take the risk of rejecting the offer you already have.
Remote work is here to stay. And with this shift comes the need for managers and leaders to practice virtual mentorship. Building an effective relationship with a mentee when you’re not in the same location takes extra care. Here’s how. First, focus on trust. Of course, trust is foundational to any developmental relationship and requires even greater intentionality in virtual mediums. Talk about how to make the virtual relationship a safe space for both of you, including agreeing on confidentiality in terms of what will and will not be recorded or shared, and deliver on any promises you make. Your mentee can’t drop by your office to remind you about an introduction you’d offered to make, so earn their trust by following through without being prompted. Also, clarify boundaries and the rules of engagement. In addition to deciding the frequency of communication (which may be different than if you were meeting in person), discuss your preferred mediums for communication. You might opt for a mix of synchronous options such as video-based platforms, internal mentoring systems, and phone calls, as well as asynchronous ones, such as email, messaging, and social media platforms such as LinkedIn. Finally, when possible, collaborate with your mentee. Opportunities to work together on projects won’t be as apparent in the remote environment so seek them out. This will give you a chance to coach your mentee and see their strengths and weaknesses in practice.
Words matter, and, unfortunately, the modern-day professional vocabulary is littered with exclusionary terms. To create a truly inclusive culture, take a hard look at how people in your company are using language. For example, make sure recruiters and hiring managers pay careful attention to language they use when drafting job descriptions so they’re not inadvertently deterring candidates of color, women, people with disabilities, or older job candidates. Terms like “hacker” or “ninja” are not only hard for many people to identify with, they’re also unnecessary because you can use alternatives like “programmer” or “software engineer” that are neutral and more widely understood. You might also generate a list of words and phrases that are forbidden in product development, marketing, and external communications. These might include terms like “the elderly,” “man-hours,” “crazy,” among others. It can also be helpful to create a company guide to inclusive language. This can outline practical, accessible tips and tools that can be put into immediate action — and it shouldn’t be a static manual. Make sure you also allow for input and co-creation across the organiaation.
Learning to make good decisions, without hesitation and procrastination, is a skill that can set you apart from your peers. How can you stop vacillating on tricky choices, especially under pressure? Here are the steps to take when faced with making a tough call. Start by considering many different viewpoints. This doesn’t mean you should seek out everyone’s opinion. Instead, identify the right people with the relevant expertise and give them a chance to clearly articulate their views. Often, these will be colleagues who are closest to the action and implications of the decision in question. Make sure you’re focused on addressing the root cause of a problem — not just the symptoms. If your decision doesn’t get to the heart of the matter, the problem is likely to repeat itself. Also, incorporate a consideration of both the short-term and long-term risks into your decision-making process. It’s tempting to make a call based on what’s going to get you immediate results, but that rarely unlocks the most value.
No one has time for a bad meeting. So be sure you’re not wasting people’s time, including your own, by making each meeting purposeful, inclusive (of the people who actually need to be there), and participatory. Start by inviting people to contribute to the agenda beforehand. This will increase everyone’s buy-in. Then, explain why the meeting matters before you dive into the agenda. For example, you might say, “I’d like this meeting to move us closer to a hiring decision,” or, “We have an important call to make related to next week’s product launch.” Next, divvy up roles. Whose responsibility is it to challenge ideas that are raised? Who’s the final decision-maker? Who’s the notetaker? Who’s the timekeeper? And, remember, as the leader, all eyes are on you. Set the right tone by verbally recognizing valuable ideas, keeping the scope of the meeting focused, and sustaining positivity in the face of conflicts or discussions on difficult topics. Your team will follow suit.