Tag: Millennials workplace

Transforming Negative Work Environments

Researchers have identified a growing trend of employees experiencing negative behaviors in the workplace. A landmark study by Schat, Frone, and Kelloway in 2006 reported that 41.4% of U.S. workers, approximately 47 million individuals, encountered psychological antagonism at work over the past year. Similarly, a U.S. government survey of federal employees found that 13% witnessed negative workplace behaviors.

Studies have explored the relationship between work-related psychosocial hazards and psychological illness. Negative behaviors, such as manipulation, exploitation, bullying, degrading treatment, and harassment, have been extensively labeled and studied (Zapf & Einarsen, 2003).

Recent research highlights the link between negative behaviors and employee health. Bowling and Beehr (2006) found significant relationships between negative behaviors and symptoms like depression and anxiety. Additionally, Djurkovic et al. (2004) noted that workplace bullying indirectly contributes to ill health and increased employee turnover intentions.

These studies confirm that psychological workplace hazards and negative behaviors lead to high absenteeism and turnover rates. A study by the University of Copenhagen followed 2,154 healthcare workers over three years, revealing a strong correlation between negative work environments and high turnover rates. Key factors driving turnover included poor leadership, constant exposure to negative behaviors, and health problems (Hogh A, Hoel H, Caneiro IG, 2011b).

Updated References and Examples:

  1. Gallup’s State of the Global Workplace Report (2023): This report highlights that only 20% of employees worldwide are engaged at work, with many citing negative workplace environments as a key factor.
  2. Case Study: Google: Google has implemented robust employee support systems and open communication channels to combat negative workplace behaviors, resulting in higher employee satisfaction and lower turnover rates.
  3. Meta-Analysis by Nielsen & Einarsen (2022): This study found that organizations with comprehensive anti-bullying policies saw a 30% reduction in reported negative behaviors.

Organizations facing these challenges experience reduced productivity, creativity, and work quality, impacting their competitiveness and ability to retain talent. Negative behaviors are costly and undermine organizational goals and success.

To address this, organizations should implement zero-tolerance policies for negative behaviors. Managers and leaders must actively monitor the work environment and maintain open communication channels. Senior managers should hold town hall meetings to gauge the work climate and remain approachable and non-judgmental.

In conclusion, negative workplace environments affect employees across sectors. Mitigating these environments can save organizations from costly medical expenses and reduce absenteeism. Swift action by upper management and leadership is crucial to addressing negative behaviors.

Further research is needed to understand the nature, causes, and consequences of negative workplace behaviors, such as aggression, and to develop effective policies and interventions to reduce such behaviors.

References:

  • Bowling, N. A., & Beehr, T. A. (2006). Workplace harassment from the victim’s perspective: A theoretical model and meta-analysis. Journal of Applied Psychology, 91(5), 998-1012.
  • Djurkovic, N., McCormack, D., & Casimir, G. (2004). The physical and psychological effects of workplace bullying and their relationship to intention to leave: A test of the psychosomatic and disability hypotheses. International Journal of Organization Theory & Behavior, 7(4), 469-497.
  • Gallup. (2023). State of the Global Workplace Report. Gallup.
  • Hogh, A., Hoel, H., & Caneiro, I. G. (2011b). Bullying and employee turnover among healthcare workers: A three-year follow-up study. Journal of Nursing Management, 19(6), 742-751.
  • Nielsen, M. B., & Einarsen, S. V. (2022). What we know, what we do not know, and what we need to know about workplace bullying: An overview of the literature and agenda for future research. Aggression and Violent Behavior, 57, 101476.
  • Schat, A. C. H., Frone, M. R., & Kelloway, E. K. (2006). Prevalence of workplace aggression in the U.S. workforce: Findings from a national study. In E. K. Kelloway, J. Barling, & J. J. Hurrell Jr. (Eds.), Handbook of workplace violence (pp. 47-89). Sage Publications.
  • Zapf, D., & Einarsen, S. (2003). Individual antecedents of bullying: Victims and perpetrators. In S. Einarsen, H. Hoel, D. Zapf, & C. L. Cooper (Eds.), Bullying and emotional abuse in the workplace: International perspectives in research and practice (pp. 165-184). Taylor & Francis.

Feel free to reach out if you need further assistance or have any questions!

Crushing Imposter Syndrome: From Self-Doubt to Unstoppable Confidence

You might feel like you’re not enough, even after years of effort. Here’s the truth: every master was once a disaster. It’s not about feeling ready; it’s about stepping up, even when you don’t feel like it. Your worth isn’t diminished just because you can’t see it. Keep pushing; you’ve got this! Imposter syndrome? You’re not alone. Together, we’ll crush those doubts! These feelings of doubt and insecurity are common. Many people, even those in positions of authority or expertise, face imposter syndrome. It’s a constant battle in the mind, but remember, you can do this and deserve every opportunity that comes your way. Keep moving forward and prove yourself wrong. I used to doubt my writing skills, often feeling like a fraud within the literary world. But one day, I embraced the challenge and confronted my insecurities. With every word I wrote, I built confidence and silenced the voice of doubt in my head. I can proudly say that I have overcome imposter syndrome and found my place in the writing community.

Imposter syndrome can negatively affect one’s professional life, leading to self-doubt, lower productivity, and missed opportunities. It can hinder individuals from fully embracing their skills and accomplishments, causing them to hold back and remain within their comfort zones. However, by acknowledging and addressing imposter syndrome, individuals can break free and unlock their true potential. A powerful tool on this journey is self-reflection. By revisiting your achievements and recognizing your growth, you can begin to see the truth of your abilities. This resonates with my story, particularly when I climbed the military senior leadership ladder. With each new assignment, my mind bursts with self-doubt. Negative thoughts cloud my judgment, making me feel unworthy of my new role and questioning whether my subordinates are more capable than I am.

As a person of faith, I sought guidance from the Bible. In 2 Corinthians 10:3-4, the Apostle Paul faced similar struggles, encouraging us to replace negative thoughts with “Truth” and to win the battle for our minds. I replaced those negative thoughts with God’s truths—His words in the Bible that affirm positive aspects of my life. I consistently chant these prayers whenever fear and doubt arise. This practice has proven effective for me in overcoming self-doubt. It not only silences the negative thoughts in my mind, but it also strengthens positive beliefs and affirms my worth. By focusing on God’s truth and substituting doubts with faith, I have discovered strength and confidence in my abilities.

Are you ready to conquer imposter syndrome and unlock your true potential with faith by your side?

Here’s how to begin:

1. Acknowledge Your Feelings: Recognize when imposter syndrome hits.

2. Celebrate Your Successes: No win is too small. Celebrate them all!

3. Seek Support: Surround yourself with uplifting people.

4. Embrace Challenges: Step out of your comfort zone and grow.

5. Practice Self-Compassion: Be kind to yourself on this journey.

6. Strengthen Your Faith: Turn to your faith and recite prayers for guidance and strength.

Let’s overcome those doubts together with faith as our shield! 💪🌟🙏shield! 💪🌟🙏

Dr. D

Embrace the Power of Alignment: Your Path to Success and Fulfillment

In today’s fast-paced world, it’s essential to align your actions with your goals to achieve maximum returns. This vital alignment amplifies your energy, streamlines your efforts, and paves a fulfilling path to success. Alignment provides clarity, making decision-making straightforward when your actions, values, and goals are in sync. This way, you’re less likely to be sidetracked by non-essential tasks, enhancing your productivity. Furthermore, alignment ensures consistency. Consistent actions lead to better results over time and build unstoppable momentum. Whether you’re focusing on personal growth or business success, efforts rooted in alignment propel you forward, yielding substantial returns.

Moreover, alignment fuels motivation. When your pursuits resonate with your core values, staying motivated becomes second nature. This intrinsic motivation powers you through obstacles and keeps you persistent in the face of challenges. My journey toward alignment began with understanding that universal laws shape our world—laws like success, thought, vision, and communication. Embracing these principles brought profound shifts in my life. The law of success taught me the value of persistence and focus, the law of thought revealed the power of positive thinking, the law of vision helped me cultivate a clear and compelling future, and the law of communication highlighted the importance of authentic connections. These principles allowed me to create a life aligned with my deepest values and aspirations.

Aligning your team or organization amplifies these benefits even further. A unified team collaborates effectively, generates synergy, and performs better than a fragmented group. A shared vision, powered by aligned values, sparks innovation and higher performance. Finally, alignment also promotes well-being. Stress and burnout often arise from a misalignment between your work and your passions or values. By aligning your actions with your core beliefs, you cultivate fulfillment, satisfaction, and ward off burnout.

In conclusion, alignment is a transformative strategy for maximizing returns in life. By harmonizing your actions, values, and goals, you enhance efficiency, boost productivity, and create a fulfilling journey. Focus on alignment to blend success, well-being, and a deep sense of personal satisfaction. Your best life awaits—embrace alignment today!

Dr. D

The Carolyle Destiny Group

Unlocking Self-Leadership Success: Mastering Discipline and Accountability

  How do you lead the toughest person in the room?

At every leadership webinar, I pose a paradox: Who is the toughest person in the room to lead? The answer, to everyone’s surprise, is ‘You.’ It’s a unique challenge we all face, leading ourselves.  

Yes, you are the toughest person to lead in this room! It’s a struggle we all share. The person I have the most difficult time leading is myself. This is a full-time job. I have to motivate myself. I have to discipline myself. I must protect my integrity. The list is endless. But remember, you’re not alone in this. We’re all in this together.

Why is it this way? According to my mentor, John Maxwell, there are two reasons:

(1) We don’t see ourselves as we see others.

(2) We are harder on others than we are on ourselves.

It’s a common trait of human nature that equips us with the ability to size up everyone in the world except ourselves. It is remarkable how most people, including managers, supervisors, and team leaders, lack self-awareness. They always have the magic bullet for how to fix others, but they lack a realistic perspective of who they are. This is a common struggle, not a personal failing. But with self-awareness, we can overcome this blind spot and lead ourselves more effectively.  

John Maxwell says, “We tend to judge others according to their actions. It’s very cut and dried.”

However, we judge ourselves by our intentions. Therefore, even when we visibly fall short of our team or organizational goals and/or mission, and it was a lack of leadership or judgment, we tend to let ourselves off the hook because our motives were good.

So how do you lead yourself well? That is a great question. Here are a few action steps. 

(1) Self-discipline is the cornerstone of self-leadership. It’s the key to achieving your goals and maintaining your integrity. Develop it, nurture it, and let it guide your actions.

One day, Frederick the Great of Prussia was walking on the outskirts of Berlin when he encountered a very old man walking ramrod straight in the opposite direction. “Who are you?” Frederick asked his subject. “I am a king,” replied the old man.

“A king!” laughed Frederick. “Over what kingdom do you reign?”

“Over myself,” was the proud old man’s reply.

Discipline is simply giving ourselves a command and following it through. Self-discipline is the highest form of leadership. You are the captain of your ship, the master of your soul. Leading yourself is a challenge, and one of the places where your character shows up is how you lead yourself. Honestly, there are days when I want to take a break from keeping myself under control. The problem is it is not wise to take any day off.

This leads me to the second action you can take to lead yourself well.

(2) Seek accountability. Personal and professional accountability is imperative because we all have a human nature that will lead us astray.

It was once said, “People who lead themselves well know a secret: they can’t trust themselves.” The problem comes when you selfishly think you are untouchable and learn how quickly poor choices can touch you. Unfortunately, we see this behavior now in our society; people don’t want to take responsibility or accountability.

As a young leader in the military, from time to time, my peers and I would get emails sent out by our commander for mandatory training “immediately.”  Well, your whole day is interrupted. I would say to myself, “What happened now?” Later, as all my peers would learn, another one of the men or women we worked with had to be removed from their leadership duties because they failed to lead themselves and others. They resulted in hurting others as well as themselves. 

(3) Do you have an accountability partner or peer group? Empowering others to keep you accountable keeps you in line.  

I know for myself that just being aware of an upcoming session with my peer group allowed me to avoid making poor decisions. At each session, we had a list of agreed-upon questions that others could ask. Only you knew if those answers to the questions were true or not. Taking responsibility for our own actions was paramount to our success.

We are responsible for others’ and our own actions. Leading people is earned, not a given right!

(4) Lastly, Be Patient—with yourself.

Thomas Watson said it aptly: “Nothing so conclusively proves a man’s ability to lead others as what he does from day to day to lead himself.” People who cut corners are often categorized as impatient and lacking in self-discipline. However, if you follow through, you can achieve a breakthrough.

If you want to gain influence with people, solve problems. How you act or fail to act in those moments reveals to others just what our leadership competencies are.

Facing a personal failure. Taking a stand on an issue. Experiencing suffering or making an unpleasant choice—all these and more, when handled rightly, will either catapult us forward or eliminate our effectiveness. 

So, when asked, “How do you lead the toughest person in the room?”  You will have no problem answering that question.

Interested in mastering the art of self-leadership? Share your journey with us! What strategies have you implemented to overcome self-discipline challenges, and how has accountability impacted your personal and professional growth? Join the conversation using #SelfLeadershipJourney and inspire others by sharing your success stories, challenges, and insights on leading the toughest person in the room – yourself.

Dr. D

http://dcdardentalk.com

#LeadByExample #SelfLeadership #AccountabilityMatters #DisciplineIsFreedom #MasteringSelf #LeadershipChallenge #PersonalGrowthJourney #EmpowermentThroughAccountability #LeadershipSkills #BeYourOwnLeader #InfluenceThroughAction #LeadershipMindset

Micromanaging: Who’s at fault?

Have you ever had a manager who literally looked over your shoulder while you were typing a memo or telling you how to do work at which you already are proficient, or second guesses every decision you make? Many experts have described this action as micromanaging, which can lead to several negative occurrences in your office or organization. It can lead to a lack of creativity, codependence on the manager, and a lack of development and learning opportunities for the employee. Micromanaging impedes the progress of workflow, so everything becomes a bottleneck. The ultimate result is the downgrade of morale among employees and team members.

This management style was around well before the word “micromanager” became part of our lexicon. In 1946, Peter Drucker referred to as the “ultimate of management gurus,” called for a “democracy of management” whereby organizations should decentralize and delegate greater decision-making authority to employees.

Employees that are micromanaged begin to develop distrust between the employee and their managers. The employee is inhibited from taking the initiative in making decisions for fear the work will be second-guessed. But what if the manager has cause to meddle or look over an employee’s shoulder? Who should be at fault for this behavior?

Now, I am not naïve to know that there are valid reasons why managers micromanage employees. For example, poor work ethics, training purposes, or new policies and regulations are implemented. Perhaps the manager is not efficient themselves. If the manager is insecure, self-doubting, and getting constant pressure from above, such behavior is normal, even if not warranted.

Before we place all the blame on the manager, employees need to look critically at themselves to see if there is a reason for the manager’s actions. Employees must put forth their best effort in every part of the job so the manager will notice it. Perhaps the manager then will have no reason to second-guess the work.

If this is not the case, the manager will not effectively lead those subordinates to you. Therefore, trust must be re-established to be an effective Manager, Team Lead, or Supervisor.  

The effective manager knows how to strike a balance between hands-on supervision and instruction without excessively monitoring employees’ every moment. No matter who is at fault, the manager must take the lead in resolving the issues. Manager must use their leadership skill and core competencies to bring resolution to a distrusted environment.  

So, how to stop the micromanagement of leadership style? An article in The HR Specialist in 2011 gave four solutions to help micromanagers stop the behavior and find balance. They are still relevant today:

1.      Clearly communicate the goal and objectives of the project, plus deadlines. Managers who don’t communicate exactly the requirements to an employee will have to micromanage because the employee doesn’t clearly understand expectations.

2.     The manager should determine where micromanaging is needed, what particular project requires a close eye on, and when it is appropriate to micromanage. For example, will the manager focus on all of the projects or a specific few? Will the manager focus on all employees or certain ones, and just when should micromanaging be done?

3.      Understand the art of delegating at a steady rate. Know when to back off on micromanaging top performers and those who show the ability to be productive without ongoing supervision. Start by delegating tasks that are less risky and require few to no decisions by the employee. Then gradually increase task and decision making as the employee improves and you feel they are more capable.

4.      The manager should ask employees for suggestions for every new task or project.

If you are the guilty micromanager described in this blog, you need to take a critical look at yourself and understand that you are keeping your employees from being creative and innovative, reducing productivity and profits for the organization.

Good managers should focus on the big and strategic picture instead of the small details of the operation. Good managers should empower, encourage, develop, and inspire their employees and not become overbearing and controlling.

Thanks for reading my thoughts.

Dr. D

(The Carolyle Destiny Group)