How you approach your work day is all up to you. Do you resent having to go to work? Then if so, don't wonder why you have so few good days. Do you start off being positive at work, but by the end of the work day, you feel like you are ready to disappear from the face of the earth? If so, don't expect the next day to be any different, it might get worse.
How we view our work days each day will help us determine whether we should even remain in the profession that we (or someone else) has chosen for us. If you want a great work day then you will have to invest some positivity in it. If you want people to love you, then you have to start loving people. If you want an increase in your wages, then you will have to look beyond what you are currently doing and seek additional opportunities to make money. Some people say goodbye to the old and hello to the new employment opportunity. Others find a diamond in the rough. Whatever you decide to make that happen, is all on you but do something!
Too many people provide lip service when it comes to having a positive day, "I feel good today," but their attire and mannerisms say, "I'm really having a bad day, can't you tell I'm faking?" Often people have far too much going on in their personal lives. Then they will bring what troubles them to work. There are those people who have too much going on at work to even think about acting or being positive about some, if not all, of what they do for eight plus hours a day.
Know what you want out of each work day before you get there, even if it means you have to plan for a few moments of peace and happiness throughout the day. Don't allow others to dictate your mood. Learn to focus on something positive when those work storms come and try to knock you down. Do you have a faith? Do you watch what you eat? Do you get a good night's rest? Do you have too much going on in your personal life? What will you have to do to make your future work days more positive and productive?
Nicholl McGuire
Tuesday
The Power of the Workplace Apology
It only takes but a minute to say, "I apologize." However, ego prevents some from saying those two little words.
I remember those apologies that I had to say when I knowingly did something wrong, but then there are those apologies that have nothing to do with you, but you say them anyway just to quiet the person with the complaint. Then you follow them up with, "What would you like for me to do for you?" The person tells you what he or she wants, and you try to reach a compromise--end of story, right? Not for some people.
The worker and client become irritated because neither one feels like their being heard. The customer doesn't feel like his or her needs are being addressed. The worker doesn't want to be held accountable. He or she may avoid apologizing while the client looks for some peace of mind. The more the two talk, the more they don't get anywhere. Everyone involved becomes increasingly angry.
We all can avoid a lot of unnecessary arguing if we just simply acknowledge that there was a misunderstanding, say we're sorry, and try to make wrongs right. What's the use in taking on a defensive stance? In the end, you just may lose more than your temper.
Nicholl McGuire
I remember those apologies that I had to say when I knowingly did something wrong, but then there are those apologies that have nothing to do with you, but you say them anyway just to quiet the person with the complaint. Then you follow them up with, "What would you like for me to do for you?" The person tells you what he or she wants, and you try to reach a compromise--end of story, right? Not for some people.
The worker and client become irritated because neither one feels like their being heard. The customer doesn't feel like his or her needs are being addressed. The worker doesn't want to be held accountable. He or she may avoid apologizing while the client looks for some peace of mind. The more the two talk, the more they don't get anywhere. Everyone involved becomes increasingly angry.
We all can avoid a lot of unnecessary arguing if we just simply acknowledge that there was a misunderstanding, say we're sorry, and try to make wrongs right. What's the use in taking on a defensive stance? In the end, you just may lose more than your temper.
Nicholl McGuire
New Kid on the Block?
They will look at you with a peculiar look, whisper something about you when you aren't looking, and try to befriend you if they can get something out of you, those old employees who know your job better than you.
You are the new kid on the block and chances are they had plenty of time to meet with one another on what changes they want to see happen in the workplace since the old person left. "Sir, have you considered changing our department's work-flow to include A, B and C? Have you noticed our break-room, we could sure use a new...? Did anyone tell you about our admin, she is useless?"
Show off your skills too soon and you just might have some people taking advantage of you, take too long to address an issue and someone might be looking to get rid of you. Finding middle ground is often a challenge, but you can do it! The advantage of being the new kid per-se is that you can bring a fresh perspective to an old way of doing things. If your ideas help the team meet goals, you come out ahead. However, if your thoughts are nothing more than repackaged goods from yesteryear, you won't win those that "have been there and done that."
How might you make a lasting first impression? Start off getting a few loyal followers by doing the following: "really" listening to them and address each concern, help them with those small requests (like a personal day off), offer a lunch date with the staff, create an incentive program to make some work days a little more interesting, and acknowledge a few personal announcements like that upcoming birthday or recent birth of a grandchild that an employee shares with you. They will think, "You remembered--wow!"
Being the new kid doesn't have to be a difficult transition, but you can make it be if you do some of the following things. For instance, if you don't bother to make a to-do list everyday, nothing you really want to get done will be accomplished. You will find yourself frequently forgetting to do things and apologizing more times than you can imagine for not staying up on tasks, not only that, you won't turn your bosses' heads (at least positively.) They will think, "Now why am I paying her the big bucks?" Forget to meet with key staff and you will be left out the loop. Miss too many important phone calls and/or arrive late for work often, and someone will think you are slacking off. As long as you look like you are in control, you just might win the respect of your team. Before long, you won't be that new kid that your employees think they can manipulate.
Nicholl McGuire
You are the new kid on the block and chances are they had plenty of time to meet with one another on what changes they want to see happen in the workplace since the old person left. "Sir, have you considered changing our department's work-flow to include A, B and C? Have you noticed our break-room, we could sure use a new...? Did anyone tell you about our admin, she is useless?"
Show off your skills too soon and you just might have some people taking advantage of you, take too long to address an issue and someone might be looking to get rid of you. Finding middle ground is often a challenge, but you can do it! The advantage of being the new kid per-se is that you can bring a fresh perspective to an old way of doing things. If your ideas help the team meet goals, you come out ahead. However, if your thoughts are nothing more than repackaged goods from yesteryear, you won't win those that "have been there and done that."
How might you make a lasting first impression? Start off getting a few loyal followers by doing the following: "really" listening to them and address each concern, help them with those small requests (like a personal day off), offer a lunch date with the staff, create an incentive program to make some work days a little more interesting, and acknowledge a few personal announcements like that upcoming birthday or recent birth of a grandchild that an employee shares with you. They will think, "You remembered--wow!"
Being the new kid doesn't have to be a difficult transition, but you can make it be if you do some of the following things. For instance, if you don't bother to make a to-do list everyday, nothing you really want to get done will be accomplished. You will find yourself frequently forgetting to do things and apologizing more times than you can imagine for not staying up on tasks, not only that, you won't turn your bosses' heads (at least positively.) They will think, "Now why am I paying her the big bucks?" Forget to meet with key staff and you will be left out the loop. Miss too many important phone calls and/or arrive late for work often, and someone will think you are slacking off. As long as you look like you are in control, you just might win the respect of your team. Before long, you won't be that new kid that your employees think they can manipulate.
Nicholl McGuire
How to Know You Are Being Discriminated Against
You may have noticed someone acting unfairly toward you whether blatantly or inadvertently and dismissed it in the past, but it keeps happening and you want to know whether they are discriminating against you. The following signs will help you discover whether a person doesn’t like you, but you will need more than one happening on a consistent basis to be able to determine whether a person is discriminating against you. So what are some specific signs you might be overlooking?
One. When conversing with this person, he or she makes stereotypical remarks, jokes or false assumptions about your age, race, gender or religion. You find yourself having to defend who you are and what you believe.
Two. When controversy erupts regarding your particular age group, race, religion, or gender, a racist person will make statements like, “Your people, you women, you young people…” You feel angry and often feel the need to explain why you or your group is different.
Three. When asking a boss or supervisor about additional opportunities to better yourself, share ideas, and service others, you are met with a negative attitude and are told, “Thank you, but I can handle it. You should stick with what you are doing.” Sometimes people will act as if they are superior by saying, “I didn’t know you knew that…I thought your people weren’t interested in that sort of thing.”
Four. When you share your personal experience, the person will belittle it, debate as if they were there, talk about their “friend” who is the same race or religion as you and do other things to make them look like the authority on the issue.
Five. When you try to be friendly or make friends, you are greeted half-heartedly or not at all. The person doesn’t include you in on any activities, meetings or events. When asked about them, he or she always has an excuse to why they hadn’t included you such as, “I misplaced your phone number. I thought I emailed you. I told Bill to tell you…I thought you knew already.”
Six. When you come around people act as if they don’t trust you without reason. They may even deliberately set traps to catch you lying or stealing so that they can replace you with someone else.
Seven. You overhear someone talking about your race and when you come around they quickly change the subject and act as if they like you. When you tell them what you have heard they try to set you apart from the rest.
When you feel discriminated against you must not act on feeling alone, you must have solid information that proves that a person was acting unfairly toward you because of your race. A quick indicator that most people who have been victims of prejudicial behavior is when you see that other people of a different race are being afforded better opportunities than you and when you question it the company always has an excuse despite all the efforts you made to fulfill company requirements.
By Nicholl McGuire
One. When conversing with this person, he or she makes stereotypical remarks, jokes or false assumptions about your age, race, gender or religion. You find yourself having to defend who you are and what you believe.
Two. When controversy erupts regarding your particular age group, race, religion, or gender, a racist person will make statements like, “Your people, you women, you young people…” You feel angry and often feel the need to explain why you or your group is different.
Three. When asking a boss or supervisor about additional opportunities to better yourself, share ideas, and service others, you are met with a negative attitude and are told, “Thank you, but I can handle it. You should stick with what you are doing.” Sometimes people will act as if they are superior by saying, “I didn’t know you knew that…I thought your people weren’t interested in that sort of thing.”
Four. When you share your personal experience, the person will belittle it, debate as if they were there, talk about their “friend” who is the same race or religion as you and do other things to make them look like the authority on the issue.
Five. When you try to be friendly or make friends, you are greeted half-heartedly or not at all. The person doesn’t include you in on any activities, meetings or events. When asked about them, he or she always has an excuse to why they hadn’t included you such as, “I misplaced your phone number. I thought I emailed you. I told Bill to tell you…I thought you knew already.”
Six. When you come around people act as if they don’t trust you without reason. They may even deliberately set traps to catch you lying or stealing so that they can replace you with someone else.
Seven. You overhear someone talking about your race and when you come around they quickly change the subject and act as if they like you. When you tell them what you have heard they try to set you apart from the rest.
When you feel discriminated against you must not act on feeling alone, you must have solid information that proves that a person was acting unfairly toward you because of your race. A quick indicator that most people who have been victims of prejudicial behavior is when you see that other people of a different race are being afforded better opportunities than you and when you question it the company always has an excuse despite all the efforts you made to fulfill company requirements.
By Nicholl McGuire
Monday
How to Deliver Bad News in Five Steps
You have been chosen to deliver the bad news to an unsuspecting person. You really don’t want to do it, but you know that if you don’t this person will most likely hear it in a way that might be insensitive, bitter or blatantly rude. Here’s what you need to do if put in that situation:
One. Pay close attention to your facial expression.
Look at your self in the mirror if one is available. Notice how you look as you think about the news you will be sharing with this person. Keep in mind how you would want someone to approach you with bad news.
Two. Think about your tone of voice.
You don’t want to ever sound angry, because this only makes the person anxious and irritated. You also don’t want to rush through the news either, because this will only put you in the position to have to repeat the news all over again.
Three. You will want to ponder on what you are going to say before you say it.
So the old adage goes, “It isn’t what you say it’s how you say it.” If you have to tell this person that someone is ill, dying, losing their job, they are a victim of theft, or their mate was seen cheating, then you will want to save the long speech and get to the point.
Four. When you begin to share the news in your calm, controlled voice, start with something they already know before you tell them something they don’t know, because it prepares their ears to hear what you have to say.
For instance, let’s say this person is going to lose his or her job you may say something like, “You know our boss has been talking about letting some people go…” Then you will provide details, “Well I was informed that on January 1 the company will be letting several employees go.” By this point he or she may interrupt with, “Does this mean I will be leaving the company too?” then you can confirm the details. If they don’t catch on to what you are saying, then state what the company will be doing by making your point clear, “So I have been told you are one of the employees. However, I found out that XYZ is hiring.” You will do the same if you should deliver other bad news. State what you know, provide details, and if you are able to assist them in any way with their problem offer to do so.
Five. Give them some space, if need be excuse yourself.
Most people who receive bad news need time to think. They may have many questions or none at all. Some may be in shock and may not be thinking clearly. Give the person a chance to collect his or her thoughts before you give them anymore information. Whatever you do, never give them false hope by telling them something you are not certain. You may not know the answers to all their questions and if so, direct them to someone who could help them.
Giving someone bad news is never easy to do, but if you take your time, stick to the facts, and keep your composure at least you know you have done your part to the best of your ability.
By Nicholl McGuire
One. Pay close attention to your facial expression.
Look at your self in the mirror if one is available. Notice how you look as you think about the news you will be sharing with this person. Keep in mind how you would want someone to approach you with bad news.
Two. Think about your tone of voice.
You don’t want to ever sound angry, because this only makes the person anxious and irritated. You also don’t want to rush through the news either, because this will only put you in the position to have to repeat the news all over again.
Three. You will want to ponder on what you are going to say before you say it.
So the old adage goes, “It isn’t what you say it’s how you say it.” If you have to tell this person that someone is ill, dying, losing their job, they are a victim of theft, or their mate was seen cheating, then you will want to save the long speech and get to the point.
Four. When you begin to share the news in your calm, controlled voice, start with something they already know before you tell them something they don’t know, because it prepares their ears to hear what you have to say.
For instance, let’s say this person is going to lose his or her job you may say something like, “You know our boss has been talking about letting some people go…” Then you will provide details, “Well I was informed that on January 1 the company will be letting several employees go.” By this point he or she may interrupt with, “Does this mean I will be leaving the company too?” then you can confirm the details. If they don’t catch on to what you are saying, then state what the company will be doing by making your point clear, “So I have been told you are one of the employees. However, I found out that XYZ is hiring.” You will do the same if you should deliver other bad news. State what you know, provide details, and if you are able to assist them in any way with their problem offer to do so.
Five. Give them some space, if need be excuse yourself.
Most people who receive bad news need time to think. They may have many questions or none at all. Some may be in shock and may not be thinking clearly. Give the person a chance to collect his or her thoughts before you give them anymore information. Whatever you do, never give them false hope by telling them something you are not certain. You may not know the answers to all their questions and if so, direct them to someone who could help them.
Giving someone bad news is never easy to do, but if you take your time, stick to the facts, and keep your composure at least you know you have done your part to the best of your ability.
By Nicholl McGuire
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