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Be safer than you are today 
by Jill Malleck, OD Consultant & Integral Coach ™
September, with its anniversary of the 9/11 crisis, always brings office safety to my mind. I am reminded that most of us - including me - don't think enough about proactively preparing to deal with safety at work. Some people are serious about safety. The Workplace Safety and Insurance Board (WSIB) in Ontario have published a strategy they call the Road to Zero. They'd like zero workplace injuries, illness, and fatalities and are working toward a 35% reduction by 2010. Read more about it at their website at www.wsib.on.ca. Think it sounds too farfetched? The President of Volvo Cars of Canada Corp. said their team's goal is to have no one killed or injured in a Volvo vehicle in the year 2020. Whether or not you can imagine this, I'm sure you agree we should all do our part to keep ourselves and others safe. Here are some gentle reminders for leaders and their teams.

1.       Ensure people know how to exit wherever they are. Most orientation training programs tell staff the protocol for responding to alarms, and how to exit from their workstations. Staff who've been around for longer may have moved offices and not been trained and you could remind them.  Don't overlook those who are in a meeting room, or at another office building. If you chair or facilitate a meeting, make sure you know the safety and evacuation protocols. Even better, take a few minutes at the beginning of the meeting to tell people how to leave safely in an emergency.
 
2.      Remind people to indicate if they need help.  I've just learned the acronym PRA - persons requiring assistance. This designation isn't as obvious as it first appears, and who it designates can change daily. If you're training for a 5k run and you sprain your ankle on the weekend, you likely can't exit by the staircase in an emergency. Don't be shy. Tell your colleagues that, in an emergency, you are a PRA. Routinely invite others to declare their need for assistance. If you are PRA, take a moment to find out where you are to meet for extra assistance in the event of an emergency.
 
3.      Post safety information in common places. I just saw, for the first time, a safety poster beside a photocopier. It reminds me that copiers are machines that get hot and also that I can hurt my eyes looking into the copier as it works. Familiarity breeds complacency - think about the common machines and areas that could be unsafe, and put up a notice. A small thing, like wiping up coffee or water spills, can make a huge difference. Don't assume everyone knows what you might consider common courtesy or housekeeping rules.
 
4.      Take care of visitors. If you have a guest in your workplace, even for one meeting, pause and tell them what they need to know. Describe the alarm system sound and tell them if they wait for verbal instructions to exit. Explain special protocols for assisting others. If you have swiped them into the security on your card, ensure they know they'll need a staff person to exit.
 
5.      Be courteous where health is concerned. Many individuals are suffering from allergies to scent. It's hard to avoid scented hair and body wash products, and I wouldn't suggest you give up grooming. Consider going without other scented perfumes during the work day. If no one on the team minds, a customer might. If you wear scents, apply them lightly and don't reapply during the work day.
 
6.      Little things make a healthy workplace. At WSIB workstations, an automatic screensaver pops up to remind staff of important health and safety tips. It tells you to switch between the mouse and the keypad to rest your body. Get up and stretch every 20 minutes. Adjust your office chair often. Close your eyes for 20 seconds to rest them from the monitor. I'm sure some people find the screensaver annoying, but I find the corporate message encouraging. Take a break and rest a moment during the workday.

Jill Malleck has 20-plus years as a Human Resources Organization Development Consultant, meeting facilitator and Coach. Her work is to accelerate positive change and improve results.
 
Integral Coach™ is a trade-mark in Canada owned by Integral Coaching Canada Inc. and licensed to Jill Malleck.
 
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Telephone 519-894-1198    
Email     malleck@golden.net 
 
 
Appreciate people before they sue
by Jill Malleck, OD Consultant & Integral Coach ™
Anyone in management is aware of the recent spate of lawsuits regarding unpaid overtime. Some have attributed this to overzealous lawyers who are taking advantage of traditional employment practices that lag behind the fast-changing social landscape. Others are extrapolating the impact and worriedly looking at cell phone use, predicting that managers who call their employees while they are driving could be at risk if an accident occurs.
 
Underneath all the hyperbole and speculation, the heart of the issue is this: All work needs to be acknowledged, recognized and valued. Of course, leaders are expected to set reasonable work demands, and to ensure each person is fairly rewarded for what they do. Excuses and rationalizations about business pressures do not fool anyone. The idea of extra work indiscriminately added on, and then treated as voluntary and left unpaid, is offensive to everyone. Here are some ways not to offend.
 
1. Assess workloads regularly. It's amazing how quickly the workload can increase in many jobs. A sudden spike in demand for services isn't always predictable, nor is a decrease in resources. Even if you typically stay out of the details of what your team does, be close enough to recognize the warning signs of overload. Are reliable people missing deadlines? Did something important get missed? Don't assume that working harder is the result of personal ambition. Many people feel trapped by their work and unable to walk away from customers in need.
 
2. Have contingency plans. A leader's job is to ensure that resources meet current needs. When there is an imbalance, it's not ok to just let a high performing team pick up more work. Your job is to clearly identify what can be dropped, delayed or reassigned. Keep a list of contract resources that you can turn to in a crisis or for short term support. Decide what hands-on support you personally can offer. Anyone who has had to manage through a union strike knows how important it is to have contingency plans. Even if you are not unionized, you need a plan.

3. Have courage. It can be difficult to tell a senior leader or a valued client that you cannot meet expectations. Certainly, you don't want to wiggle out of commitments all the time. But if you have strong relationships in place, your credibility and conviction will support you. Everyone understands that unforeseen things happen. We've all been on the receiving end of mandated legislative change. Your team needs a leader who has the courage to say, "We can't deliver on this with our current resources." Or "I'm sorry, that will have to wait."

4. Have fair reward systems. Your staff are also counting on you to ensure they are fairly rewarded for all time and energy given to the job. Many Human Resources teams do a good job of checking for marketplace equity and pay fairness - doing annual salary surveys for example. However, falling short of the local job scene can quickly increase the risk of losing specialized skills and abilities from your team. It's up to you to tell HR when compensation and benefit systems are no longer motivating and retaining talented people. Don't make it up to each individual team member to beg for what they deserve. Some will just pick up and go where they will be appreciated. The same goes for jobs that grow - in responsibility and volume. Ensure they are re-evaluated and fairly paid.
 
5. Pay attention to the wider context.  Pay attention to how other areas of your company and industry are operating. A casual conversation with a peer in another location can reveal a project or initiative that is in the works. This knowledge gives you a chance to calculate the ripple impact on your own team's workload. Many unpleasant workload surprises were merely communication oversights caused by workplace silos. If you are the leader, it's your job to hold the larger context and plan for the future. Your ability to manage work load extends far beyond the boundaries of your functional area, and even beyond the foreseeable future.
 
6. Simply show appreciation. Tell staff how much you value them, and use actions not just words. Provide the tools to do the job, reasonable work expectations, support in balancing work with personal commitments and rewards that fairly match the contributions made. And kind words - if you mean them. Finally, remember that "All talk no action" won't work. Sincere praise and kind words are nice, but they don't pay the bills.
 
Jill Malleck has 20-plus years as a workplace effectiveness Consultant, meeting Facilitator, and Coach. She works with groups and individuals to accelerate positive change and improve results.

Quick Link to our website  www.epiphanyatwork.com
Telephone 519-894-1198
 
 



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