The Benefits Of A Work Journal

The classic to-do list can be useful tool to facilitate productivity, but it’s not without shortcomings.

For instance, assignments on your list may involve a series of interconnected tasks, or require multiple steps that you can’t easily describe in list format. Sometimes in the midst of carrying out one duty, you’ll identify other issues that require attention, but which you don’t necessarily have time for right now. Instead of crossing out items on your to-do list, you may find yourself modifying and even extending it as the hours march on.

For these reasons, you may find it useful to keep a work journal, to either supplement or substitute for your to-do list.

Self-awareness

By simply taking the time to write down your goals, lessons, and experiences you draw from each day, and any feelings or thoughts you have about them, you afford yourself a chance to troubleshoot, and engage your self-awareness and critical thinking skills.

Have you been avoiding, procrastinating over, or struggling with a task? If so, your difficulties may owe to an emotional obstacle, such as the fear of failure, an unwillingness to check your ego and ask for help, or confusion over the next steps in the process. Journalling forces you to put these barriers to success into words.

Paper or digital?

Of course, this is a matter of personal preference. A digital version offers the advantages of searchability and easy modifiability. A paper (book) version helps to reduce your daily screen time, and you won’t risk losing your journal entries due to a computer malfunction or virus.

Regardless of the medium you choose for your journal, organization is key: each entry should be clearly dated and easily retrievable. You may also benefit from headlining each entry with two or three main themes, for purposes of future reference. For example, “Order confirmation for Mrs. Jafari; keyboard shortcuts”.

Honesty and confidentiality

Like a personal diary, your work journal should be a safe forum for you to express thoughts and concerns related to your job, including the state of interpersonal relationships at the workplace. For this reason, confidentiality is important.

If you believe there’s a risk that another person will discover your journal, and that this discovery may affect your relationships with colleagues or superiors, you’ll censor yourself. The more extensively you engage in self-censorship, the less meaningful your journalling will be to you, especially as the passage of time places distance between your present state of mind and the content of older entries.

Learning from experience

By writing down observations about your own performance, new information you encounter, and lessons you learn from day to day, you’ll stand a better chance of recalling those items when you need them. For example, if an IT technologist at the office shows you a nifty trick for accessing files on a database more quickly, your journal is a great place to record the steps involved. Journalling can also help you learn from your mistakes by noting both the specific details of an error, and the reason(s) why it occurred.

Consider making two daily entries.

A morning entry allows you to envision the day ahead, and draw up your game plan. A second, follow-up entry in the evening allows you to handicap your performance and hold yourself accountable.

Did you accomplish all of the goals you had set for that day? If not, why not? Did you exceed your own expectations? If so, what were the keys to your success?

Addressing Diversity and Inclusiveness in The Workplace

It’s no secret that many people are uncomfortable with discussing issues around race, diversity, and inclusiveness in the workplace. However, as we all know, the first step toward solving any problem is to acknowledge it.

In general, it is better to be proactive than reactive in building an inclusive workplace. Organizations that initially overlook questions of diversity, face public criticism as a result, and then make changes in response, may be accused of kowtowing to critics instead of showing a bona fide desire to become more inclusive. Likewise, the general public is unlikely to find a large organization’s claims of “meritocracy” convincing if the lack of diversity among its high-ranking officials is obvious. And in business, as in politics, public opinion matters a great deal.

Consider the Academy of Motion Picture Arts and Sciences—better known as the agency behind the Oscars. In the weeks leading up to this year’s ceremony, the Academy courted heavy criticism over the apparent lack of diversity among its voting members—and the consequences in terms of the films and performers deemed meritorious of Oscar consideration. Some high-profile critics even announced plans to boycott the Awards.

Although the Academy’s president Cheryl Boone Isaacs said her organization would take “dramatic steps” to change the composition of its membership, scrutiny of the Academy’s hiring and nomination practices will continue. The onus of demonstrating progress now falls squarely on the shoulders of Isaacs and her colleagues.

According to the Los Angeles Times, as of February 2016, 91 percent of the Academy’s 6,261 voting members are white, and 76 percent are male.

Becoming an inclusive organization

Dr. Kira Hudson Banks is a psychologist who specializes in racial identity, discrimination, diversity, and their relationship to mental health. Writing in Harvard Business Review, Banks recommends that organizations make a deliberate, long-term investment in inclusiveness. This means engaging with issues of race, inclusivity, and diversity on a regular basis, rather than merely in a one-off seminar.

For this purpose, managers can organize small study groups and/or specialized training sessions devoted to discussions among people of diverse ethnic and cultural backgrounds, life experiences, and gender identities.

Items that participants might engage with include:

•  Privilege: What is it, and what role does it play both in society, and within our organization in particular?

•  Experiences of discrimination: Have you experienced discrimination or barriers to success based on race, religion, sexual orientation, gender identity, or physical ability? Have you noticed any such barriers here, within this organization? If so, what can we (as managers) do to facilitate your success?

•  Employment-related issues involving diversity and inclusiveness: Possible topics include the hiring and employment disparity between people with “ethnic-sounding” names and those with Anglo-Saxon-sounding names; the merits of affirmative action; the persistent compensation gap between men and women; and the presence (or deficiency) of infrastructure to assist people with disabilities.

•  Key questions: What would inclusiveness look like? How can we (as an organization) achieve it? Individuals within the organization may have different ideas about what inclusiveness and diversity mean. Encourage them to share these notions openly and frankly within their discussion groups, and be prepared to deal with direct criticism. A measure of conflict is okay in this situation, provided the atmosphere remains respectful and all participants have a fair chance to express their point of view.

   This process has three main goals: 1) to enable individuals to identify and confront their own biases and misconceptions; 2) to establish a common understanding and direction for the organization with respect to inclusiveness, and highlight any shortcomings in that area; and ultimately, 3) to foster a work climate in which all current and prospective personnel feel they have a fair opportunity to succeed.

Which Comes First: Happiness Or Success?

We all know the paradox of the chicken and the egg—historically, one must have preceded the other. Drawing on Darwin’s theory of evolution, we can surmise that the familiar chicken must have evolved in phases, first from reptile to bird through natural selection, and then from wild pheasant to domesticated fowl through artificial selection. So the first “chicken” probably hatched from an egg laid by a pheasant-like animal that wasn’t quite a chicken. But then, what distinguishes a chicken from a not-quite-chicken? It’s all very complicated.

Happiness and success are also strongly correlated, and at first glance, the question of which occurs first would seem to pose a similar intellectual challenge. In fact, much academic literature supports the presence of a causal relationship that may seem counter-intuitive: happiness promotes success, but success doesn’t necessarily promote happiness.

Why is this? And what are the implications of this relationship for the way we organize our personal and professional lives?

The evidence

 

In his bestseller The Happiness Advantage and in his popular 2011 TED Talk, positive psychology expert Shawn Achor draws on his own extensive research—including case studies at Harvard University and in the private sector—to argue that happiness is a catalyst for success in both academic and professional endeavours. He also alludes to a growing body of knowledge in the fields of neuroscience and positive psychology that buttress this conclusion.

An explanation Achor offers for the failure of measurable success to consistently induce happiness, is the problem of moving goalposts. Once we reach a particular goal, we tend to immediately adopt a more ambitious one. While goal-setting and ambition are generally desirable traits, aspirations can become unhealthy if we view them from a glass-half-empty perspective, don’t take time to acknowledge our achievements, and constantly berate ourselves over a perceived failure to attain “real” success. To paraphrase Achor, by framing happiness as a product of success, we indefinitely push both happiness and success beyond our cognitive horizon. And in turn, the absence of life satisfaction here and now can actually hamper our future prospects.

Tips for boosting your day-to-day positivity

•  Show gratitude to the people who contribute meaningfully to your life, including colleagues, friends, and loved ones. Reflect on your accomplishments with pride, and  take time (3-5 minutes) to actively appreciate the positives. Try making a daily journal entry of three things for which you are grateful. Over time, this exercise will train your mind to seek out opportunities rather than dwell on hazards.

•  Keep calm and manage your schedule so as to mitigate stress. Chip away at long-term projects incrementally to avoid procrastination-induced deadline anxiety. Focus on conserving energy throughout the workday, so that you keep some in reserve for recreational activities, quality time with friends and family, and hobbies while you’re away from the office. When stress shows up (and it occasionally will), embrace the challenge and think about how great you’ll feel once you’ve conquered it.

•  Be kind to others. This is a win-win: agents and recipients of compassion both tend to experience higher levels of life satisfaction. Random acts of kindness, which could be as simple as sending a brief e-mail to show appreciation for the efforts of an employee or co-worker, can make an enduring beneficial impact on the culture of your workplace.

•  Clear your head. Sometimes in order to refocus, we need to temporarily un-focus. If you experience a feeling of stagnation at work, try stepping away for a while and enjoying a pleasurable activity. Upon your return, you may be pleasantly surprised by the ease with which your work flows, and by the new insights and creativity your mind generates.

•  Eat healthy, balanced meals and allocate enough time for them that you avoid constantly “eating on the run”. Feelings of burnout, irritability, and energy lapses are often at least partly attributable to inadequate nutrition.

Confronting Workplace Bullies

Bullying in professional settings is a problem most managers would rather not have to face. Sadly, however, it is quite prevalent. At some point in your career, you will almost certainly come across a workplace bully, a subordinate who claims to have been harried by an employer or supervisor, or a person who is either directly or indirectly affected by workplace bullying.

Tormentors of all ages tend to share some common characteristics. One is a propensity to target individuals whom the bully considers weaker or less fortunate than h/erself. Another is the compensatory impulse: compulsive browbeaters often suffer from insecurity and a lack of self-esteem, which they try to repress by taking out their frustrations on others—especially those not in a position to defend themselves.

Recently, a team manager told me that a worker at her institution had complained to her about bullying by a superior. While the manager said she believed the allegations were true, she also worried that the problem would be challenging to resolve. Confronting someone over the kind of misbehaviour that most people associate with grade school can be awkward, and requires considerable courage on the part of an organizational leader.

While there are no magic-bullet fixes, the following pointers may help:

Trust your intuition.

Adults who have been targeted by bullies are generally reluctant to admit to themselves that bullying has truly taken place. This is partly because the line between innocent teasing and bullying is ambiguous—and from an employee’s point of view, there are strong disincentives against reporting undesirable behaviour by superiors or co-workers. What if your boss sides with the bully? What if it’s your word against h/ers? In particular, young employees are usually loath to upset the apple cart, lest they risk compromising their budding careers.

The first prerequisite for solving any problem is to acknowledge that it exists. This holds true both for people subjected to bullying, and managers of business environments in which bullying happens. If you suspect that bullying is a problem in your workplace...it probably is.

Leaders: stop malicious rumours.

Bullying among adults tends to be more subtle and insidious than bullying among children or teens, since many adult bullies aim to maintain plausible deniability. One of the common forms that adult bullying takes is the malicious rumour. As a leader, you have both a responsibility and a great deal of power when it comes to stopping mean-spirited gossip in your organization. Make it plain to everyone that there is no place for behind-the-back innuendo in the professional atmosphere you hope to foster.

Keep records.

If you are a target of bullying, take note of the micro-aggressions. These may include untoward e-mails, social media comments, memos, or text messages. Carry a notepad and pen at all times (discreetly), or record information on your smartphone. If you find yourself in a situation in which another individual or group tries to belittle you, take a moment to write down the name of the perpetrator(s), the nature of the maltreatment, and any witnesses. Written records and witness testimony will prove beneficial if the need to file an official complaint arises.

Establish an anti-bullying policy for your organization.

First, all members of your organization must have a basic understanding of what constitutes appropriate and inappropriate behaviour in the workplace. This may require you to set some ground rules.

A well formulated anti-bullying policy should outline a coherent process for dealing with the issue. In particular, there must be a clear and consistent definition of bullying—including abusive language, shouting, unfair or unwarranted criticism, and deliberate ostracism of an individual. Further, employees and other potential targets of bullies must know how and where to submit complaints, and feel confident that they will face no recriminations for doing so in good faith. This may require anonymity.

Finally, there must be consequences for perpetrators, including disciplinary action and, in serious or repeat-offender cases, suspension or dismissal. If those who have been bullied believe their tormentor will face no real repercussions, or that their complaint won’t be taken seriously, they may abstain from the process, or even resign from their position.

Although it may be a challenge to confront workplace bullying, it is crucial to do so promptly, professionally, and effectively.

Your Work Environment Shapes Your Mentality

Which is better: a tidy, organized workplace, or a cluttered, messy one?

For most people, the answer to this question seems glaringly obvious. Clearly organization trumps slovenliness and disarray in the workplace.

Or does it?

In reality, the answer may be more ambiguous than you’d expect. A 2013 study led by psychologist Kathleen Vohs suggests that clutter and organization both have pros and cons; the former tends to promote creativity, while the latter is more conducive to observing social and ethical norms, following procedures, and getting mundane tasks done.

In other words, the choice of which of those two states (order or disorder) to favour largely depends on what you hope to achieve, and what sort of work you happen to be doing. (Naturally, personality and individual preferences are significant factors too.)

Messiness can promote thinking outside the box

Innovation, by definition, involves a break from convention, and many of the most successful start-ups in history owe their genesis to a moment’s inspiration. Nowadays, every business owner is seeking a competitive edge, and the ability to come up with fresh and useful ideas certainly helps. Writing in the New York Times, Vohs described the details of the study she and her colleagues undertook, and some of its practical implications for managers and entrepreneurs hoping to spur ingenuity.

One component of Vohs et al.’s study involved two groups of research participants, half of whom were deployed to a tidy room, and the other half, to a disheveled one. All of the subjects were assigned the task of devising innovative uses for ping-pong balls, and the ideas they came up with were rated on both quantity and quality. (Unoriginal ideas, like using the balls to play beer-pong, received a low creativity rating.)

Both groups produced the same number of ideas. But the novelties emanating from the messy room were significantly more creative, and included using ping-pong balls as floor protectors for furniture, and to make ice trays. Comparable results, indicating a correlation between disorganization and creativity, have been found in subsequent studies.

           

The take-away is clear: a bit of messiness (within reasonable limits, of course) can foster fresh approaches to everyday problems, exactly the sort of thinking that enables small businesses to address unmet needs in the marketplace, and thrive as a result.

But of course, disarray is not without some drawbacks.

Tidiness correlated with generosity, and adherence to convention

While thinking outside the box is well and good, there are also plenty of occasions in life, including in professional environments, where it pays to recognize what’s working, and stick with it. Why re-invent the wheel?

In another component of their study, Vohs and her colleagues found that research participants who had been exposed to tidy environments tended to be more generous in their donations to a charity that supplied books and toys to disadvantaged children. When offered a choice of snacks between a chocolate bar and an apple, participants from the more orderly environment also tended to favour the healthier option.

One needn’t perform a scientific study in order to think of some other advantages that stem from organization. By maintaining order around your desk, you can avoid wasting time hunting around for things, and won’t become sidetracked as easily. Having a clear process in mind for the tasks ahead, and all the tools and materials that you need on hand, can save you mental and physical energy. This is crucial if your workload is heavy, and especially if it involves run-of-the-mill administrative duties.

But as Vohs et al.’s research indicates, it is hazardous to presume that disorganization in the workplace is a liability. In fact, under the right circumstances, it can even be an asset.

Handling Conflict in The Workplace

In all long-term relationships, including professional ones, interpersonal friction is bound to arise. For many people, the natural (and comfortable) response to confrontation is to avoid it entirely, but this is not always the most sensible option. If you believe that a dispute may have an adverse impact on your workplace, it is generally wiser to intervene early and decisively, before the issue has time to fester.

That said, conflict is not necessarily a bad thing. The same qualities that contribute to individual professional success—like drive, ambition, creativity, and self-confidence—can cause members of a team to butt heads on occasion. Knowing how to manage this discord, and even channel it in a constructive direction, is an indispensable leadership skill.

Keep the following tips in mind:

Hear out all sides before drawing any conclusions. If a conversation is particularly heated, it may be useful to separate the parties involved, allow each to articulate her own position and objectives, and make a note of the key points each individual raises. Listen attentively, ask open-ended questions, and avoid taking sides during this process. Once all parties have had a chance to make their case, try to identify points of potential compromise, as well as areas that appear irreconcilable. This will allow you to map out workable solutions (and alternatives) that you can then discuss with each of the adversaries.

Identify the low-hanging fruit. Many conflicts are the product of trivial disagreements, inadvertent miscommunications, or misunderstandings. By listening carefully, you will be able to identify concerns that you can easily address.

Keep your eye on the ball. In emotionally potent situations, it’s easy to point fingers. During an impassioned argument, there is a common tendency to bring up the faults of one’s opponent, regardless of relevance to the matter at hand, purely in order to score points or inflict damage. But senseless bickering will only beget more of the same. In order to resolve a dispute favourably, maintain an assiduous focus on the source of the disagreement, avoiding distractions and ad hominem recriminations. If you find two or more members of your team engaged in an acrimonious exchange, you may find it useful to call a temporary ceasefire, and allow the contenders to cool off, before gently directing them back to the heart of the matter.

Maintain a sense of self-awareness if you become engaged in a conflict. This is another area in which emotional intelligence comes in handy, particularly an understanding of how your feelings affect you physically and psychically. Self-awareness is a precondition for keeping one’s passions in check at a stressful moment, which in turn is crucial for evaluating the facts and claims in a dispute, reasoning, problem-solving, and negotiation.

Conflicts can create opportunities, not just headaches. If approached calmly and rationally, disputes can yield novel perspectives, ideas, and solutions that may not have arisen in the absence of confrontation. When most people hear the saying, “Two heads are better than one,” they imagine a relationship that is largely collaborative and amicable. But real life tends to be messier than what we envision in our minds’ eye!

The key is to channel potentially antagonistic sentiments toward constructive goals. This can best be achieved by listening, keeping the conversation as respectful as possible, and focusing on concrete sources of disagreement and objectives, rather than personal failings.

This point is worthy of re-emphasis: if you believe an interpersonal issue is serious enough to generate animosity or discomfort in the workplace, it is almost always better to address it quickly and comprehensively, than to allow it to progress and harden.