See full post HERE
See full post HERE
The Covid-19 crisis has middle managers squeezed. You’ve had to take a pay-cut, lay off employees, and deliver bad news up and down the org chart. You’ve been working from home for weeks and feeling stressed because there’s no light at the end of the tunnel. What can you do to stay focused and upbeat during this uncertain time? How can you learn to reframe the situation you’re facing? Who can you vent to? And, what can you do to recharge when most of your usual outlets aren’t available?
The current health emergency is taking a toll on managers’ psyches, says Jacob Hirsh, assistant professor at the University of Toronto. “This is a period of great uncertainty,” he says. “As a manager, you aren’t sure what you’re supposed to do and how how’re supposed to do it.”
The post goes on to give advice in these categories:
-Reflect on your purpose
-Reframe the situation
-Force yourself to think positively
-Seek a sense of achievement
-Embrace your humanity
-Look for outside support
Read the full post HERE.
Reposted with permission.
A: I see the same narrative that I always see when this happens, which is an unwillingness by media and government to look at the underlying issues. They look at the rioting without understanding why people are angry.
Unlike a lot of people, I believe white people know exactly why we’re angry. I think people are pretending not to understand. They have done that for decades.
I’m cognizant that Black people are hated in this world. Our very existence is considered problematic. As a Black person I know what hate feels like.
Everybody seems convinced this is a turning point.
I remain skeptical. Protests are great. It doesn’t mean much unless it leads to systemic changes.
A: Black and Indigenous people are not on the minds of white people. The harms that come to us are not on the minds of white people.
When [Nova Scotia Premier] Stephen McNeil announced the closure of Boat Harbour last year, I thought, wow, the Indigenous community has been calling on the government to close Boat Harbour since the ’80s. [The Northern Pulp mill in Pictou, Nova Scotia, discharged waste into Boat Harbour in the territory of the Pictou Landing First Nation for more than half a century until the plant closed in January 2020].
Why would it take so long after all the activism the communities have been engaged in for this decision to be made?
When it comes to addressing environmental racism, if it has a positive impact on the white community, you keep it going. Closing the mill and addressing environmental racism is often a risk for white people in power who are profiting from these industries. It’s great that the mill was closed at the end of the year, but for the past several decades there was enough evidence to indicate this was harmful to the Mi’kmaq community and it continued anyways.
With police violence, it’s similar. It’s different, but it’s similar in that the physical and emotional impacts on Black bodies are not the kinds of things white people care about.
When I look at George Floyd, I see a white policeman trying to terrorize the Black onlookers. That kind of terror is about the policeman saying, ‘This is what can happen to you. I can put my knee on his neck. This is what I want you to see.’
He was not just harming George Floyd, he was harming those who were watching.
The way he positioned his body — positioned directly in front of the people screaming at him to stop — there’s an arrogance there. He had a knee on the neck and a hand in his pocket. It was a performance.
Read the full interview HERE
Eileen Pease from Dynamic Learning has rounded up a set of practical “how to” articles.
|How to Make Learning Stick
Anybody at work is well aware of the constant need to learn new information and new skills. But our ability to make that learning stick is held back by a number of office conditions and mythical beliefs. You can improve your ability to learn. Find out how.
How to Remember Names
Because so many people have difficulty remembering names, your effort will be much appreciated and the people you meet will tend to think you’re caring and intelligent. You will also be improving your ability to use your memory more effectively. Find out how.
How to Change Perfectionistic Thinking
Striving for perfection (which is to strive for something that is impossible to achieve) causes us constant self-criticism, endless hard work, long, long hours, and the feeling that no matter how much we try, what we do is just not good enough. Strive for excellence instead. Find out how.
How to Sleep Well Every Night
Skimping on sleep has a high price. It has been linked to increased risk of diabetes, coronary heart disease, strokes, weight gain, and Alzheimer’s. Well-planned strategies are essential to having a deep, restorative sleep you can count on, night after night. Find out how.
Note: The resources mentioned are designed for those working in administrative positions.
If you feel pressured about your workload, there is a Reflection and Discussion Tool (with MyDal login) available to help you prepare, and have, conversations to find ways forward.
In addition, this post from LifeWorks highlights tips and benefits of discussing workload with your manager:
Talking with your Manager About Your Workload
If your workload sometimes feels like too much, you’re not alone. Studies have shown that many people feel their workloads have increased due in part to technology that sometimes makes employees feel like they need to be available to work 24/7.
It’s important to talk with your manager if you have more work than you can handle so you can find ways to keep your workload at a manageable level while meeting your organization’s needs.
Even if you have a great relationship with your manager, you may hesitate to bring up valid concerns about your workload. Here are some common reasons why:
Feelings like these are natural, but your manager needs to know if you have more work than you can handle. They may have ideas on how to ease the burden on you while making sure that all the necessary work gets done.
Read the full blog post.