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Three snakes

by Sara Avocado
written by Sara Avocado

On my way to a job interview this morning, I saw three snakes: The small and medium sized ones were dead, ran over by some passing cars, while the longest was alive. About a metre long, it was crossing the empty street where we passed by on the motorbike, the driver in the front slowing down when seeing it, and I in the back looking in amazement at the shape of it. It was black, sleek and long. When younger, I’ve had two unexpected encounters with snakes which grew a fear of them in me, sometimes even projecting them in my dreams. But this time I had no fear. I was not avoiding the snake. This time I was looking directly at it, as the roles were now reversed, and it began to fear us, feeling us riding towards it. It then crawled back into the green grass on the side of the asphalt road and disappeared out of sight. 

At that moment, in my mind, I got the glimpse of a thought which, as soon as it arose, died, and faded away. The thought was whether seeing these snakes was a bad sign to start my day. A much stronger thought rather floated now, which overwhelmed that fleeting fearful thought, and I felt instantly empowered: Snakes were God’s creation. They are part of me as I am a part of them. Fear is only an illusion, a creation of the accumulation of the weak collective mind. Nature is not to be feared, but respected. God is not to be feared, but respected. God is to be admired, marvelled at. This God, in this picture on the road, presented itself as the fearful one in the body shape of the driver, presented itself in the one caught off guard in the shape of the snake, presented itself in the observant who is writing this narration. And so, it did in the trees, in the asphalt road, it represented itself in the clouds, in the breeze, in the shining sun, in the motorcycle parts, in our clothes, shoes…

By afternoon, I was celebrating the offer I got for that job – which I happily accepted. I sat alone on the shore, in my underwear, letting the waves crash right in front of me and run towards me, racing each other like some kind of a game they played, drenching me with their fresh mists, making me laugh, making me look up and give thanks.

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Business at a crossroads: Are the right Incentives in place?

by Expat Life
written by Expat Life

by Chris Cracknell 

Economists often say that the private sector is more efficient than government. This may be true, but it feels like a half-finished thought: More efficient at what? 

Government has certain freedoms that most businesses can only dream of, such as the ability to think on longer timescales, change the rules of the economy, or pursue ambitious projects without any plan to monetise them. Although government has the power to fine tune the system of incentives across society – a delicate responsibility, if ever there was one – business can satisfy those incentives more efficiently than any other entity.

Stepping back from the day-to-day challenges of navigating through an economic crisis, the key questions become clear. Are the right incentives in place to achieve sustainable prosperity for all of society? And if not, then what do we intend to do about it?

Where profit and values merge

Sweeping generalisations about business are bound to mislead. Companies have dumped chemicals into rivers, cut down rainforests, and led us down the path of global warming… while other companies have made farmland vastly more productive, developed ingenious methods of recycling, and invested in charitable endeavours the world over.

The acceleration of technological progress in the modern era is well known, but a similar trend has followed in its wake in comparative silence. Environmental awareness and social responsibility now figure far more prominently in corporate boardrooms than they did a generation ago – driven partly by genuine concerns, and partly by the need to demonstrate purpose driven leadership to an energised community of employees and customers who demand real initiative on issues in the public eye.

For varying reasons, the COVID-19 crisis has brought renewed attention to many of the Sustainable Development Goals outlined by the United Nations. A 2019 business survey by Euromonitor found that 53.2% of respondents had plans to develop sustainable products, and 48% intended to invest in sustainable sourcing of materials. The same survey conducted one year later saw these numbers jump to 68.1% and 60.1%, respectively.

The context of these developments makes the numbers even more striking, as a recessionary period normally puts massive pressure on businesses to focus on their own bottom line to the exclusion of longer term goals.

Other findings from the Euromonitor survey shed light on the reasons for this shift in the business world toward greater social and environmental progress. When asked in 2019 about the barriers to sustainable investment, “lack of senior/board commitment” was near the top of the list – cited by 29.5% of all respondents. In 2020, only 24.7% gave this response. Another explanation, “lack of awareness”, fell from 23.1% to 17.1% during the same period. “Weak regulatory incentive/legal risks” dropped from 19.2% to 13.0%. “Does not create value for consumer” decreased from 14.7% to just 8.2% of responses.

  • Business finance man calculating budget numbers, Invoices and financial adviser working.

Here, as elsewhere, culture is the prime mover. Society’s newly awakened concerns about sustainability have been clarified and amplified through social media, translating to public policy incentives geared toward greater responsibility. As incentives shift, businesses follow suit – just like a flower angling towards sunlight through the changing seasons.

Though many executives must continue to devote their efforts to surviving the current crisis, the path forward is increasingly centred around holistic measurements of success.

The other sustainability

The UN’s Sustainable Development Goals are as much about social improvement as they are about environmental responsibility. Here, too, we find competing sets of incentives for business.

Public companies answer to their stockholders, whose emphasis on quarterly profits has historically tended to overshadow other priorities. On the other hand, even this long term trend seems to be undergoing a correction: Multiple surveys have found investors to be increasingly selective, putting their money into companies whose core values they share.

Moreover, other types of businesses have more nuanced priorities than solely maximising the bottom line at the expense of everything else. For example, family run businesses are often beholden to shareholders who are looking for a wider form of success. The priorities of these businesses are often driven from within the community in which they operate, and their fortunes may depend on maintaining harmony and good will within that community.

Just as importantly, private sector profit depends on a healthy and stable society. If inequality becomes too severe, jealousy will creep in. If personal debt grows too high – a very real concern in Thailand today – the resulting instability is likely to threaten market health as well. The danger is compounded by an increasing wealth gap between rich and poor around the world, a gap that is being accelerated by the economic challenges caused by the COVID-19 pandemic. If left unchecked, the combination of these economic failures can only result in disharmony and social unrest.

One of the key lessons of the COVID-19 period is that we all share a common trajectory. Together we breathe the same air, work within the same economy, and determine what kind of environment our children will call home. These widespread realisations may have been prompted by the pandemic, but they increasingly hold true in a connected world such as ours.

We must preserve these insights, or together suffer their loss. As argued above, business is extraordinarily effective at chasing incentives. Everyone else – employees, customers, governments, the general public – is in a better position to shape those incentives and ensure that they remain directed toward the greater good over the long term.

Fault lines and foundations

Each of us must take this responsibility of global citizenship very seriously indeed, as failing to maintain balance will sooner or later bring unfortunate consequences for us all. We see glimpses of such failures each time we open a newspaper, and we would be wise to learn from them.

If the upper class (for example) holds on too tightly to its gains, social unrest will surely follow. This new movement will usher in its own excesses, causing society to tilt too far in another direction. As the centre loses ground, each oscillation adds friction to the entire system.

Here, as elsewhere, prevention is easier and far more preferable than a cure. All we need to do, to encourage thrivability for us all, is to make sure the right incentives are really in place. Let us celebrate genuine CSR efforts from businesses, and reward those companies that work for the public good. Let us demand social and environmental progress from businesses that can afford to invest in these types of improvements.

The way forward is through purpose driven leadership, guided by shared values. But it isn’t just the elected or the powerful who can lead: In a connected world, where every voice makes a difference, we must all show the way forward.

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Before it was money it was a unit of weight: The Thai baht

by Leonard H. Le Blanc III
written by Leonard H. Le Blanc III

Exactly like the British pound sterling in ancient times, the Thai baht (Thai: บาท) was originally used as a unit of weight or mass. Specifically, 1 baht was equal in value to 15 grammes of silver. The baht is still used today as a unit or measure of weight for other precious metals, like gold. The baht is based on the decimal system with 1 baht equaling 100 satang. Originally known to foreigners as the tical, this was the term written on banknotes until 1925 and then discontinued.

It is interesting to note that the Thai baht is considered one of the oldest currencies still in circulation. It was Sukhothai (1250-1419) that first used a baht based currency. Numismatists (coin experts) have stated that the term baht first appeared in 1384 on Thai inscriptions in describing a unit of weight. The word itself is derived from the Khmer weight system. As all coins are based on a standardised grading system using simple fractions and multiples, the baht is no exception. Originally it used 1, 2, 4, 8, 16, etc., and 1/2, 1/4, 1/8, 1/16, 1/32, 1/64, etc., as a denomination system in previous times. In the beginning, all baht coins were composed of solid silver at some designated value. The original weight of the baht was determined to be = 768 rice grains.

Originally coins from Sukhothai and Ayutthaya were shaped like heavy bracelets. These were called “pot duang”. They consisted of heavy silver bars that were thicker in the middle and then bent inwards on the smaller tapered ends to meet to form a ring shape; then identifying marks were stamped on them to show denomination. “Pot duang” also came in smaller denominations or smaller sizes. When the first Europeans arrived in Ayutthaya they called them as “bullet money” as the coinage looked exactly like a western folded bullet or ball from a musket.

Thailand was chronically short of coinage for centuries until coin minting was started in 1860. When westerners started coming to Thailand in greater numbers in the early 19th century they brought their own money and coins along. In order to increase the coinage in circulation, the Thai government counter stamped certain large foreign trade coins to certify their validity so they could be used as legal tender in the kingdom between 1858-1860. Many types of metal, glass and porcelain gambling tokens of all sizes were also used as small coins due to their ease of manufacture.

King Rama III (1824-1851) was the first to consider using flat coins. Among other coins and tokens that were used as currency in the kingdom, cowrie shells were also a form of money from ancient times for the smallest monetary units. Before 1860, no coins were manufactured by modern methods. But the King wanted to replace cowrie shells. Not due to their great inconvenience; i.e.; many hundreds or even thousands of them had to be counted to do any business exchange or trade, but he was disturbed that that the little creatures living inside were killed to get their shells. In 1835, the King heard flat copper coins being used in Singapore. He had a Scottish trader make two prototypes. But both designs were rejected. Interestingly enough, the name of the country listed on the coins was “Muang Thai” and not Siam. In 1857, the silver bullet coin, or “pot duang,” finally ended production.

The first royal mint was established in 1860 inside the Grand Palace when a coin minting press arrived from the UK. The first modern coins were struck that year under the direction of King Mongkut (King Rama IV). In 1875, because of a lack of space and a larger demand for coins the mint was moved elsewhere. One gold baht was approximately worth 16 silver baht. Copper, silver and gold baht coins were introduced in various denominations. Smaller coins in fractions or denominations of the baht were called by different names like att, solot and fuang. In 1897, the decimal system was introduced where 100 satang equaled 1 baht. This system was devised and introduced by Prince Jayanta Mongkol, a half brother of King Chulalongkorn (King Rama V). The first coins denominated in baht were issue that same year in 2½, 5, 10 and 20 satang valuations. Other fractional coins of different names were slowly discontinued.

The baht was fixed at a rate of 1 baht = 15 grammes of pure silver until 27 November 1902. Then the Thai government started to increase the value of the baht. It allowed all increases in the value of silver against gold but did not reduce it when silver prices fell. The Thai government first valued 21.75 baht = 1 British pound sterling. It steadily rose in value until 1908 when the baht was pegged or fix at 13 baht = 1 British pound sterling. This was adjusted down to 12 baht in 1919 after World War I ended and again in 1923 to 11 baht after post-war financial instability. The exchange rate range over a period of approximately 20 years fluctuated between 11 baht and 22 equaled 1 British pound.

In 1941, a series of silver coins were introduced that included 5, 10 and 20 satang denominations. This was due to a great shortage of nickel caused by World War II. On 22 April 1942, the baht was fixed at 1 baht equaled 1Japanese yen during WWII. Also in 1942, tin coins were introduced for the 1, 5 and 10 satang denominations. In 1945, a new tin 20 satang coin was introduced followed by new tin 25 and 50 satang coins in 1946. In 1950, a new series of aluminium bronze coins were issued in the 5, 10, 25 and 50 satang denominations. A bronze 5 and 10 satang coins were introduced in 1957 along with a highly unusual 1 baht coin composed of a copper, nickel, silver and zinc alloy.

In an unusual move, to save money on expensive new coin dies, several Thai coins continued to be issued for many years without date changes. For example, the tin 1 satang coin of 1942 and the 5 and 10 aluminium bronze coins of 1950 were struck every year until 1973. The tin 25 satang coin of 1946 continued to be struck until 1964; the tin 50 satang coin was issued until 1957. The 1957 aluminium bronze series of the 5, 10, 25 and 50 satang coins were minted with the same original date into the 1970s. Cupro-nickel 1 baht coins were introduced in 1962, but they remained without a date change until 1982 while being minted every year.

For many years, 1, 5 and 10 baht paper currency notes were issued. These were slowly phased out and replaced by coins since they lasted much longer in circulation than paper bills. In 1972, a cupro-nickel 5 baht coin was introduced. This was changed to a cupro-nickel-clad coin in 1977. During the period 1986-1988, a new coin series was introduced as Thailand modernised their coinage. There were aluminium 1,5 and 10 satang coins, an aluminium-bronze 25 and 50 satang coins, a cupro-nickel 1 baht coins, a copper core, cupro-nickel-clad 5 baht coin and a bi-metallic 10 baht. In 2005, a steel core, cupro-nickel-clad 2 baht coins was introduced.

In 2009, several design changes were made, and new coins were issued. This was to reduce production costs and update the portrait of King Rama IX on the observe (or front) to a more recent likeness. The 2 baht coin, which was very similar in size and colour to the 1 baht coin and was very confusing to consumers and merchants, was changed in colour and size from a carbon steel nickel clad coin to an aluminium bronze coin that was gold colour. It was released on 3rd February 2009. A new 50 satang coin was released that April, a new 5 baht coin was released that May, a new 10 baht coin was released that June and a new 1 baht coin was released that same July.

  

From 1956 until 1973, the baht was pegged to the U.S. dollar at a steady or set exchange rate of 20.8 baht equaled 1 U.S. dollar. That changed in 1973 when the baht was valued at 20 baht equaled 1 U.S. dollar and lasted until 1978. The baht was revalued at 25 baht equaled 1 U.S. dollar from 1984 to 02 July 1997 when the Asian financial forcefully struck and Thailand’s economy badly faltered. The Thai government was forced to uncouple the fixed exchange rate allowed the baht to float freely. It reached a high point of 56 baht equaled 1 U.S. dollar in January 1998. Since then, the baht has slowly regained its strength and has recovered to about 31 baht equaled 1 U.S. dollar in April 2021.

It is most probable that eventually electronic payment systems will supersede coins and currency in Thailand, but the baht will definitely continue

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The eyes have it

by Karla Walter
written by Karla Walter

There is a long list of sayings and quotes about the eyes. The earliest account is from biblical times, in the King James version of the bible Mathew 6: 22 reads, “The light of the body is the eye: if therefore thine eye be single, thy whole body shall be full of light. 23: But if your eyes are unhealthy, your whole body will be full of darkness. If then the light within you is darkness, how great the light!”

The Roman philosopher, Marcus Tullius Cicero, was known to say: The face is a picture of the mind as the eyes are its interpreter. Most people have heard the quote: “The eyes are the window to the soul.”

During 2020, more people spent time on computers, watching TV, playing video games, being on Zoom calls, learning online, talking online, browsing online, shopping online than in previous years. So many of the world’s population had to make it their new reality. Once again, our lives have become so enmeshed in the computer and other devices that we are afraid not to have it “on.” If we are spending so much of our time online, then what has happened to health of our eyes. 

Are your eyes tired, sore, red, inflamed, scratchy, itchy, dry, just old fashioned tired perhaps? Do you keep going hoping that things will improve or is it time to step back and check in with yourself about the messages your eyes are telling you? These are symptoms that are telling you something is wrong. It is how we interpret the symptoms that will help resolve the issue. Possible problems that may be starting are presbyopia, glaucoma, dry eyes, age related macular degeneration, cataracts and temporal arthritis to name but a few. Ignoring it, might not be the best remedy. 

I see the eyes as a reflection of one’s state of mind, physical and emotional health. 

When you feel good, energised, excited about life, and have a good night’s sleep, more often than not, someone will say, you look great. Your eyes are conveying how you feel. 

During 2020, and now in 2021, masks are still being worn by millions of people around the world. Your eyes are more than at any other time the first connection to communication. Of course, when we meet people, it is polite to look at them and greet them and we want them to see us, really see us. 

Here are some simple steps to make sure your eyesight is at its best. When your vision is at its best you perform well at work home, play, sport, driving and watching beautiful sunsets, no matter what your age. 

First let’s look at food. Reducing sugar and staying away from highly processed foods will give your overall health a boost. Foods that can assist in eye health come in different categories, that have many of the different vitamins or minerals required for healthy eyes. 



Vitamins and food

For eyes specifically the list starts with lutein and zeaxanthin. These are called carotenoids and are related to beta-carotene and vitamin A. Your body converts beta carotene to vitamin A, a nutrient that helps prevent dry eyes and night blindness. Beta carotene and vitamin A also may help reduce the risk of eye infections. These foods are carrots, sweet potato, eggs, especially the yolk, broccoli, spinach, kale, corn, butternut squash, orange peppers, kiwi fruit, grapes, peas, orange juice, zucchini, papaya’s, squash and liver. Vitamin A plays an important role in maintaining a clear cornea, which is the outside covering of your eye.

Lutein is also thought to be part of the light filter, protecting the eye tissue from sunlight damage. Lutein is absorbed better when eaten with good fat, so a little extra olive oil will go a long way. 

Vitamins C and E are powerful antioxidants, and these protect your eyes from what is known as damaging free radicals. The reason vitamin C is so important it is required to make collagen, a protein that provides structure to your eye, especially the cornea and sclera. Ongoing studies suggest that vitamin C may reduce the risk of cataracts. 

Foods high in vitamin C are citrus, tropical fruits, bell peppers, broccoli, kale, nuts, seeds and strawberries. Foods high in vitamin E are salmon, avocado, leafy greens, nuts and cooking oils. 

Omega 3 fatty acids play an important role in eye health. The cell membrane of the retina contains a high concentration of DHA, a particular type of Omega 3. Omega 3 has anti-inflammatory properties which may help prevent diabetic retinopathy. Research continues in this area especially around macular degeneration and cataracts. Foods that are high in omega 3 are fish, especially salmon, sardines, tune, anchovies, flaxseed, chia seeds, soy and nuts, good cold pressed olive oil.  

Zinc is an important mineral for the health of the retina, cell membranes and protein structure of the eye. Zinc has an important role allowing vitamin A to travel from the liver to the retina, to produce melanin. That is the pigment that protects the eye from UV light. Studies show decreased levels of zinc or zinc deficiency may lead to night blindness. 

Foods high in zinc: oysters, beef, lobster, pork, yoghurt, naked beans, dry roasted cashews.  

A healthy beverage to have next to you when working on the computer is green tea. It contains catechins, which are responsible for antioxidant actions in the body, especially your eyes. Apples and cherries are also in this category and great to snack on.   

Water: never underestimate the power of water and the impact that it has on the wellbeing of our cells. Not only for our eyes but our overall health. 

Quit smoking. Smoking causes the optic nerve to become damaged, increases risk of macular degeneration and cataracts. 

Preventative measures to help your eyes are to wear sunglasses. Wraparound lenses protect from both sides, look for a pair of sunglasses that block 99% – 100% of UV rays. Another helpful part of decreasing your chances of cataracts or macular degeneration. It is now possible to get contact lenses with some UV protection, however it is still preferable to wear sunglasses. 

Never underestimate injuries that can happen to the eyes when performing odd jobs around the home, or at work if you are in a situation of machinery, etc. Safety goggles are to be worn with airborne materials or hazardous environment in a factory for example. Anytime chemical solutions are used, wearing protective eye equipment is a priority. In many sports they wear protective head ware and also protective sports goggles. 

The computer, handheld devices, etc., are next on the list. Extended periods of time can cause any or all of the following. 

Trouble focusing at a distance

Blurred vision

Eyestrain

Dry eyes

Headaches

Shoulder pain and tension, neck and back pain

Here are some helpful tips for working on a computer or devices:

Make sure if you wear prescription glasses they are up to date. I have just received my new prescription glasses and they make all the difference, and the change was only minor. It is now possible to have computer glasses, that help with the distance between where you sit and where your computer is placed. It is best to get have this done professionally by your eye specialist.   

Set you chair high enough that you are in line with the top of the monitor. You should be looking ever so slightly down at the screen. 

Make sure your chair is comfortable and supports you. Your feet are flat on the ground or place a box or a foot stool, so your feet are not dangling under the chair. Be careful if sitting on a high stool. Make sure you have a rung that your feet are resting on. 

Blink if your eyes are dry or scratchy to see if that elevates the situation. If this persists, check the other items on this list and if no relief see a medical professional. Make sure there is no glare on the screen or use a guard if possible. I use a programme on my computer that changes the light depending on the time of day or night. It works from your location. It has made huge difference in my eye health. From the early inception of the computer, the recommendation was to rest your eyes every 20 minutes. To rest your eyes, it is best to look 20 feet into the distance away from the computer or device. The next step was to get up every 2 hours and take a 15 minute break, to rest your eyes away from the screen.

A simple way to balance all that is required for eye health is to follow a few simple health tips. Twice a week, have fish in your diet along with five servings of fruits and vegetables daily. When not eating fish, make sure you have protein every day. 

Take time to not only rest your eyes by looking away from a computer or device but take time to look around. Really look around. Answer this question. What is the colour of your front door? Could you answer the question immediately or did you have to think about it? What do we really see when we look around? Do we quickly glance and not take in that what is around us! There is so much to see, to really see, colours of the sky, buildings, clothes, watching children play or looking at another sunset. Give your eyes a gift and truly see what is around you. 

‘The real voyage of discovery consists not in seeking new landscapes, but in having new eyes” by Marcel Proust

Health and Happiness

Karla Walter

www.5seasonsliving.com

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COMBAT DECISION FATIGUE AND HOW TO MAKE THE RIGHT DECISIONS EVERY TIME

by Isabel Valle
written by Isabel Valle

Making decisions, even small ones, can wear us down over time. Every day we make endless decisions about what we eat and wear, what we work on, what we do with our spare time. By bedtime, the average person has made 35,000 decisions! Every decision requires time and energy, and depletes our willpower. Add to that our addiction to fill our days being busy for the sake of being busy, and you my friend have got a great recipe for disaster. Regardless of how strong you are, your ability to make the best choices can eventually run out.

When many of the business leaders come to me initially, they talk about feeling drained, stressed, scattered, irritable, having physical fatigue, increased anxiety, tension headaches and even digestive issues, which makes them feel unproductive and overwhelmed for the majority of their day, even though they try to eat healthy, excercise and sleep well. If that’s you, I dare say you may not actually have physical fatigue, what you may have is called decision fatigue, and it affects us way more than you realise. 

With decision fatigue, you’re not consciously aware of being tired, but you’re low on mental energy. The more choices you make throughout the day, the harder each one becomes for your brain, and eventually it looks for shortcuts. This may cause you to become reckless in your decision-making, acting impulsively instead of thinking things through. Or you may simply do nothing, which can create bigger problems in the long run.

Over the last few months I have witnessed so many of my clients having to completely adapt and reinvent who they are, what they do and how they go about moving forward, trying to set themselves up for success amid a global pandemic which gives little signs to ease up. The level of unpredictable complexity we are now facing has made many of us re-evaluate our options, explore new avenues, and try to come up with new pathways to help us stay afloat in today’s volatile environment. 

For some, the prospect of a stable job or business has been taken away, with nearly half the global workforce at risk of losing income due to COVID 19 alone, according to the International Labour Organization.

For those who remain employed or in business, comes a period of intense evaluation of business practices, reinventing the wheel, entire new ways of creating value in the marketplace and never thought of ways in which to lead people to deliver results.

Today, we are faced by a world where millions of businesses globally are barely breathing. These are the real faces of the world of work. If we don’t learn to adapt and make critical decisions to help us navigate through this period of unprecedented history, many will simply perish.

Millions of tiny decisions throughout our day can drain our willpower and mental resources – if we let them. 

Here’s something you need to know. Decision fatigue is caused by being forced to make too many decisions over a fixed period of time. There comes a point where good choices and thoughtful decision making cannot be expected from the depleted brain. This relates to all kinds of decisions, and the exhaustion leaves people open to making poor decisions, whether in their business, their health or their relationships, making us hasty or stopping us from making decisions all together. 

But fear not, by changing your habits and setting up the right routines, you can decrease anxiety and conserve your energy for the decisions that really matter. Learning how to manage your decision-making can help you avoid feeling drained and conserve your mental capacities, much needed at a time like this! 

Some signs of decision fatigue include procrastination, impulsivity, avoidance and indecision. If this sounds like you, take notice. It is a great concern what happens to our capacity to make good decisions when our brains are out of fuel.

Luckily, there are plenty of ways you can keep this from happening. Learn how you can combat decision fatigue, replenish your willpower and boost your productivity during a decision-heavy day with these simple steps:

  1. Make less decisions.

Making too many decisions will stress you out. Take minor decisions off your plate, which take a lot of decision energy. If you get overwhelmed by lunch menus, take your lunch to work. Prepare your work clothes the night before. 

By making fewer decisions, you’ll be giving your brain a standing chance to recharge and recover. Many laugh at my schedules, to-do lists, weekly food menus and shopping lists, but I’m the one laughing – they keep me on track, streamline my choices, which helps me stay ahead of my week and what happens in it, taking the guess out of how I run my days and weeks. Scale back and find ways to simplify your life as much as possible. 

Hobbies, activities and volunteering are all great and wonderful things to do, but if you’ve reached the point where you’re overwhelmed, it’s time to drop the excess commitments in your life. Self-care must come first. 

  1. Delegate decisions.

I see many struggle with delegating – whether tasks or decisions to others. Many of us feel we must do it all to get it done properly or because we don’t have time to train others to do it as well as us, but at what cost? You can delegate decisions the same way you delegate tasks. If you keep complaining about how much you have on your plate, it’s tme to give responsibility to others for some decision-making. Stop micromanaging and do yourself a favour – you’re not the only person that can get things done, have confidence that others will also deliver.

Pass some decision-making to employees, spouses, children, friends and family members. Others can pick good options too. And it doesn’t always have to be perfect. There are way more important things in life, like knowing what decisions to pass on. 🙂 Letting others be part of the decision making can be very empowering for others and shows that you trust them. So help them help you! 

  1. Follow a process.

Being systematic about important or difficutlt decisions can help you become more decisive. This will help you analyze your choices by understanding options available, potential obstacles, and evidence to back up your decision. Having a consistent model to follow can also help you clear up confusion and keep your emotions at bay, so you can objectively weigh in options. For instance, a simple example would be:

  • Identify problem 
  • gather information 
  • identify opportunities 
  • identify potential obstacles 
  • weigh the evidence 
  • choose best option 
  • take action 
  • review decision.

“Good decisions come from experience. Experience comes from making bad decisions.” – Mark Twain

  1. Make priority decisions in the morning. 

We carry the weight of the world on our shoulders, constantly thinking about what needs to be done. Do yourself a favour and write all that’s pending inside your head down in paper, where it can kept safe and can be tackled accordingly. Once you’ve written them down, put them in order of priority and tackle the most pressing ones first. That way, your most important decisions will be done when your energy it still at its highest. 

For most of us – even night owls – the best time of day is in the morning — that’s when we make accurate and thoughtful decisions. By afternoon, most people hit a plateau, and as the day wears on decision fatigue sets in, and we start making riskier decisions.

Don’t risk making snappy decisions. If you are feeling overwhelmed about making a decision, create micro-deadlines that force you to act early and not keep pondering your choices. Better to space out decisions over time than to make critical decisions at the eleventh hour. 

  1. Avoid analysis-paralysis.

Stop second-guessing yourself. We often get trapped in the mindset that everything we do needs to be perfect, and this puts a lot of pressure on us to make the “right” choice, because a “wrong” choice could somehow ruin something. The truth is, in most cases, there is no right or wrong choice, you can only go with the information you have at the time and hope for the best. 

The most important aspect in decision making is to review your decision early to confirm whether it was the right one, or to recalibrate as needed if it wasn’t. So stop wasting time trying to come up with the perfect solution. It simply doesn’t exist. The more decisions you make, the more experienced and comfortable you’ll get at it. 

You cannot make progress without making decisions.

DO YOU WANT TO KNOW HOW TO MAKE THE RIGHT DECISION EVERY TIME? 

If you’re feeling torn about making a decision ask yourself: do I feel expansive when I think about this or contracted? pay attention to the answer. If you feel an instant sense of dread or heaviness or something in your body just going “no”, or you actually notice your body subtly moving back, those can all fall under the umbrella of feeling contracted. On the other hand, you might ask yourself do I want to do this, and all of a sudden inside you notice a very subtle shift where something feels lighter, something feels brighter, even a sense of excitement. Perhaps your physical body actually moves forward. Or even if it sounds a little scary, something in you just feels bigger. That would be an example of something that is expansive. These are all clues that your intuitive intelligence give you. Learn to notice to those clues if you want to feel at peace with the decisions you make. Contraction for me is a big no and expansion is a big yes. Try it for yourself. 

Beyond tapping into your intuitive intelligence, you can also ask yourself: what’s the worst thing that can happen if I do this? You’d be surprised how many people don’t take the time to really drill down into the worst case scenario. Once you do, ask yourself: How exactly, specifically, would I deal with it? Is it a matter of losing some money, could you lose your job or your business? You know, sometimes the worst thing that could happen is that you’d be embarrassed by making a mistake. If it’s beyond what you’re willing to risk, then there’s your answer. Don’t do it. 

If still in doubt, move onto the next step, which is looking on the flipside and imagining what could be the best case scenario. Think through what are all the possible payoffs that might come from saying yes to this decision? Will you learn a tremendous amount about yourself? Are there financial / creative / freedom upsides that can only come if you take a chance and say yes? 

Finally, if after considering the above steps you still find yourself unsure about which decision to make, it’s time to move into action. Because for certain decisions to become clear, you must first experience them. 
You have to find a way to experience it. So I want you to ask yourself, is there some way that I can test drive this opportunity? Can I take a first step? Can I take a class? Can I do a test run in some way? Can I try it on a small scale, even if it’s just an experiment?

So for example, the first time I considered running marathons, I could hardly run 100 meters without tripping my back. It seemed impossible, and yet I couldn’t get the idea out of my head. Before committing to getting myself through the process of training for long distance running, I experimented with smaller milestones. My first kilometre, my fastest 5 km time, ways to keep my back strong through the pounding on the road, etc. By the time I committed to the full process, I knew it was the right decision, and having experienced my growth, there was no resistance to the process at all, no matter how hard or scary it was. Trying something out before you go all in will help you get clear quickly and effectively. 

On a final note, let me add a different perspective about decision making. Nothing is permanent. Most things you can stop, evolve or reverse. Even if the decision you make is wrong, or is not working out the way you thought it would, you can always catch it and change it. 

Now I’d love to hear from you. Tell me: Do you have a decision you’ve been avoiding making lately? What’s your favourite method for decision making? How do you distinguish what the right decisions are for you? Post your answers in the comments below.

Isabel is an experienced Peak Performance Strategist with over 20 years of international work experience holding senior positions within the hospitality industry in countries around the world, as well as Executive and Leadership coaching, mentoring and training.
She specializes in high performance strategy, leadership development and building organizational culture to help leaders and their teams learn, grow and succeed.
Isabel is passionate about helping empower business leaders with the mindset, performance, skills and strategies that they need to get ahead.
More available on www.isabelvalle.com

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Words from a wise man, Minor International founder warns of more job cuts, closures

by Reprintted from Bangkok Post
written by Reprintted from Bangkok Post

Minor International Plc, which runs more than 500 hotels across 55 countries, may cut more jobs and shut recently re-opened properties as the coronavirus pandemic and travel restrictions continue to keep guests away.

“We have hotels that can’t even pay for staff or electricity because they’re totally empty,” Bill Heinecke, chairman and founder of Bangkok-based Minor, said in an interview. “We’ve taken a lot of job cuts and we’ll probably have to take more.”

Minor posted its biggest quarterly loss in the three months ended June and has cut thousands of jobs to stay afloat after the pandemic ground to a halt global travel and tourism. Travel for leisure and business remains mostly suspended even in countries with relative success in containing the outbreak.

Thailand’s reluctance to open its borders makes it one of the most difficult markets for Minor, Mr Heinecke said.

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While Thailand has been hailed by the World Health Organization as a success story in its handling of the outbreak, it has delayed a plan to reopen borders to foreign tourists following local resistance over concerns of a second wave of infections.

With a special visa programme for tourists requiring a mandatory 14-day quarantine and minimum 90 day stay, not many holidaymakers are likely to return.

“It’s complicated to come to Thailand, and it’s clear to me that Thailand doesn’t want visitors right now in their policymaking,” Mr Heinecke said. “Maintaining zero cases of local transmissions by keeping the country hermetically sealed has come at the expense of the national economy.”

Chinese rebound

Out of the 526 hotels Minor operates, 83% are currently operational and Mr Heinecke expects to push up the ratio to 90% by the end of the fourth quarter.

The group’s businesses in China have returned to pre-pandemic levels with occupancy rate at its two hotels rising to about 80% in August. 

Its food operations saw same-store sales growth of 8%.

The American-born tycoon expects China, which has been Thailand’s top source of foreign visitors and tourism revenue, will be an important factor in shaping the nation’s economic recovery. The country is on course for its worst ever contraction this year due to the slump in exports and tourism sectors, its two key economic drivers. 

Thailand accounts for only 6% of Minor’s hotel portfolio.

“China’s economy is booming, Thailand’s economy is a disaster,“ Mr Heinecke said. “Once China will allow its people to go abroad, I sincerely hope Thailand is one of the first countries to welcome them, because if not, I believe our economy is toast.”

Minor posted a net loss of 8.45 billion baht in the second quarter as revenue tumbled 79%, according to a Stock Exchange of Thailand filing. The company’s shares have slumped 43% this year, outpacing the 20% drop in benchmark SET Index of stocks.

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Prioritize Employee Well-Being for Business Resilience

by The Wall Street Journal (Reprinted)
written by The Wall Street Journal (Reprinted)

By maintaining a human focus during a crisis, leaders can build resilience among their workers and strengthen their organizations for the future.

The unmitigated stress of a crisis like the coronavirus pandemic can have serious consequences for employees and employers alike. Studies show that workers who are distressed are significantly less productive than those who aren’t, and customer service levels fall as employee stress rises. Workers’ stress levels can also have a direct financial impact on a business, resulting in increased health insurance claims, short- and long-term disability, and costs related to employee turnover.

Yet organizations can play a vital role in relieving the stress associated with a crisis. By taking steps to develop resilience in individual workers, leaders can provide stability in the short term while better positioning their organizations to thrive once the crisis has passed. Leaders can help workers manage stress and build resilience in three phases:

Readiness. In this preparatory phase, leaders can support resilience by creating a work environment in which employees feel they can be their authentic selves without fear of negative consequences. Organizations can provide well-being benefits and programs that are culturally relevant based on their employee population. Businesses can also consider corporate social impact activities as a way to demonstrate their commitment to employees. For example, many companies give their employees paid time off to volunteer or vote in elections.

Response. First, it’s important for leaders to understand the unique needs and challenges of their employees, and to consider the workforce among the key stakeholders who are relying on the organization’s stability. During this period, organizations take action in response to a crisis, seeking to prevent or mitigate employee stress.

‘Companies that build employees’ resilience during a crisis will likely be better prepared to take on the challenges that come with rebuilding or adapting a business model in the aftermath.’

It’s also critical for leaders to prioritize regular communication with workers, focusing on empathy, authenticity, and transparency. With crisis communications, demonstrating a connection and commitment to the workforce is important for maintaining trust—and that trust can be critical to recovery for workers and for the organization as a whole.

Finally, leaders can ensure that workers are equipped for and supported in new work settings, whether those include remote environments or traditional workplaces that may have become more hazardous. Leaders can also examine existing well-being programs to identify areas that need to be supplemented in light of the specific crisis. For example, many companies have augmented dependent care stipends or expanded access to telehealth resources since the pandemic began.

Recovery. As they adapt to a changed environment, some workers may be fully prepared to take on new challenges, while others may need additional time or assistance to mitigate lingering stress. Organizations can help by reassuring employees that resources will continue to be available and ensuring that people feel comfortable accessing them. For example, many companies facilitated or encouraged peer-driven employee support groups after the 9/11 attacks. By making an ongoing commitment to employees even as a crisis recedes, organizations can build a foundation of trust.

The tests an organization faces during a crisis can present an opportunity for growth. People may develop a greater sense of appreciation for life and relationships and find new wells of internal strength, confidence, purpose, and meaning. An organization that has embraced its responsibility to workers during a crisis may benefit from the same effects. Companies that build employees’ resilience during a crisis will likely be better prepared for the challenges that come with rebuilding or adapting a business model in the aftermath. From that point on, leaders can forge ahead with their employees as a community: resilient and ready to take on the future.

—by Jen Fisher, U.S. chief well-being officer; Nicole Nodi, research lead, Center for Integrated Research; and Brenna Sniderman, executive director, Center for Integrated Research, all with Deloitte Services LP

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Time to Get Real about Work-Life Balance

by Isabel Valle
written by Isabel Valle

Are we getting it all wrong?

I believe that for far too long we’ve been stuck as a society into a particular set of thinking about how we work and live. It is time to get real, to break from those so called “work-life” issues, and start creating a different type of integration to live our best lives.

There is no doubt that most of us are time starved and overstretched, and are feeling the pressure of unrealistic expectations as we go about our days by the conflicting demands of our work and life, making us feel overwhelmed, stressed out and stuck. We live under the illusion that committing to insane demands and long working hours will one day save our day, however this strategy to get us to perform and stay on top of it all couldn’t be more wrong.

Studies have shown that productivity drops steeply after a 50-hour workweek, and drops off a cliff after 55 hours – a far cry from the 70-80 hours week I used to do working in hotels.  Exhausted employees are not only unproductive but also more prone to costly errors, accidents and sickness. It is paramount to bring more awareness to employers to highlight the fact that hours can be reduced without loss of input. We need to realise the fact that longer working hours does not improve productivity – healthy, well-restored employees do.

The culture of overwork has well-known personal consequences. Working more than 55 hours a week raises the risk of heart attack and stroke. People who work longer hours tend to be more anxious and depressed, and their sleep suffers. According to Schulte at Harvard Business Review, people’s IQ actually drops 13 points when in a state of tunnel-vision busyness.

However, if your work culture is organised around effective work, and values employees who have full lives outside of work, you will stand a far better change of attracting and retaining employees who are highly engaged, motivated and willing to give their best at work, which will undoubtedly translate into a healthier, more successful business, and a healthier bottom line. Promoting a healthy work-life balance in your business will also lead to increased productivity, a happier workforce, staff feeling valued and less likely to leave, reducing staff turnover and minimizing recruitment costs.

Let’s get real: Work-life balance is an unhealthy myth. We all have limited energy, and following Elon Musk’s working week of 120 hours in simply unrealistic. Instead, we must allocate time wisely, depending on priorities and circumstances. Inevitably, some things will be neglected when important matters demand our attention, and we need to account for those times and be OK with it.

One of the first points that I’d like to suggest in how to create a shift in the way we think about work-life balance, is to actually change the language itself. The word balance implies “equal”, and balancing work and life matters equally is simply idealistic. Work is in fact a part of life, not something separate, and as such it fits in under the greater umbrella. We must therefore start by using a different type of language to depict this balancing act.

I love how Jeff Bezos, founder of Amazon, uses the phrase “work life harmony” instead. Bezos believes happiness at work makes him happy at home, and vice versa. Words such as harmony, blend or integration imply that work and life are intertwined. Therefore, we must accept reality and come up with some strategies to prioritize within our blended lifestyle, as well as eliminating the work-life combination from our vocabularies altogether and to recognize that life is what’s happening and work is one of the things you do in life.

Everything we do has a cost and consequences. The sooner we make peace with it, the quicker we’ll be able to create a work life integration plan that work for us. Having it all – at once – may push us down a road of unrealistic expectations where we feel like failures for not being able to attain the impossible. Some of the most successful people that I’ve interviewed in the topic have all told me they will only focus on the top 2 or 3 domains of their life at most at any given time.

Time does not discriminate. We all have the same hours in a day, and with some intentional planning you can fit a lot in it. But the truth is that finding the right harmony between work and life is not easy, and it will require commitment and doing the thing that you set out to do. At times, you may not have enough time to hang out or relax, or even have a decent sleep, and that doesn’t mean the goal isn’t worth it. If you apply a year-long calendar view, make sure at times you can afford to, you book time with friends and family gatherings. Life is going to change constantly, and at times giving to work a little more than life is not necessarily unhealthy if it does allow you to work towards your dreams.

In fact, at different ages and stages of our lives, we need different things and have various demands on our time. Sometimes there isn’t enough work, while at other points there’s too much. In the grand scheme, there is something resembling a balance. But in the short term, less so.

Another aspect in this topic that I’d like to highlight is about how everyone should be wary when considering their busyness. I hear it all the time: “I’m so busy”. Just how busy are we really? Although we love saying we’re busy, many of us are just distracted. It could be that much of the busyness we flaunt like a status symbol is just a result of wasting time procrastinating and pretending – checking social media and email. I could argue that the more complex your tasks, the more you focus, the more is done in a condensed period. I firmly believe that with the right focus, we can get to work smarter, not harder, and generate better results this way for a richer, more fulfilling life.

Everything we do has a cost and consequences. The sooner we make peace with it, the quicker we’ll be able to create a work life integration plan that work for us. Having it all – at once – may push us down a road of unrealistic expectations where we feel like failures for not being able to attain the impossible. Some of the most successful people that I’ve interviewed in the topic have all told me they will only focus on the top 2 or 3 domains of their life at most at any given time.

Time does not discriminate. We all have the same hours in a day, and with some intentional planning you can fit a lot in it. But the truth is that finding the right harmony between work and life is not easy, and it will require commitment and doing the thing that you set out to do. At times, you may not have enough time to hang out or relax, or even have a decent sleep, and that doesn’t mean the goal isn’t worth it. If you apply a year-long calendar view, make sure at times you can afford to, you book time with friends and family gatherings. Life is going to change constantly, and at times giving to work a little more than life is not necessarily unhealthy if it does allow you to work towards your dreams.

In fact, at different ages and stages of our lives, we need different things and have various demands on our time. Sometimes there isn’t enough work, while at other points there’s too much. In the grand scheme, there is something resembling a balance. But in the short term, less so.

Another aspect in this topic that I’d like to highlight is about how everyone should be wary when considering their busyness. I hear it all the time: “I’m so busy”. Just how busy are we really? Although we love saying we’re busy, many of us are just distracted. It could be that much of the busyness we flaunt like a status symbol is just a result of wasting time procrastinating and pretending – checking social media and email. I could argue that the more complex your tasks, the more you focus, the more is done in a condensed period. I firmly believe that with the right focus, we can get to work smarter, not harder, and generate better results this way for a richer, more fulfilling life.

Work-Life Integration Tips for People Who Want to Have it All

1.Step up your self-care routine: 

Activities that increase your health and happiness will help you be more effective and productive in every aspect of your life. Prioritize sleep by trying to get 7-8 hrs of sleep a night. Make time for nutritious meals. Exercise whenever you can to combat disease. Treat yourself to a spa and unwind. Spend time with people who make you laugh and leave you feeling energized. Make time for hobbies that relive stress and fill you with passion and joy. I am not reinventing the wheel here. You know what needs to be done, so go ahead and commit to applying some of these in your own life.

  1. Plan your top 3 daily

Become a productivity pro by planning ahead of time (the night before or early in the morning) the top 3 things that you must accomplish that day. Be realistic and ensure that no matter what gets in the way, you get those 3 things crossed from your list. Before you know it, you’ll be working smarter, not harder, and accomplishing much more.

  1. Delegate

If you’re so involved in your business that you feel you really can’t be gone, even for a day, it’s time to learn to delegate. Contrary to what you might believe, you aren’t the only one who can handle many of the tasks you currently spend time on. Your team members will feel empowered if you shuffle additional responsibilities to them, and you’ll finally get to relax.

  1. Minimise distractions

If you are serious about doing work that matters, you are going to have to get real about your distractions of choice (social media, Netflix, drinking, greasy food, late nights, procrastination, etc). Take responsibility for owning what keeps you away from being and doing your best, and work on reducing the amount of time you spend on it. We all get the same amount of time in a day. High-achievers focus better on what they want to achieve, rather than giving into their distraction of choice.

  1. Organise yourself by de-cluttering

A messy external space often overloads the brain and leads to burnout. Become more focused and productive by cleaning up and creating an environment that allows you to work smarter, not harder. Overcome personal disorganisation by de-cluttering information and paperwork as well as time and tasks.

Think consciously about how to spend your time, decide which tasks matter most to you and your organization, and then drop or outsource the rest. By doing this, you can reduce your involvement in low-value tasks. You can actually cut your desk work by an average of six hours a week, shave meeting time by an average of two hours a week, and free up nearly a fifth of your time (an average of one full day a week). By doing this, you’ll make more time for what matters in your life. Imagine you had one full day a week to fill as you seem fit, giving time and energy for all parts of your life so nothing is left behind – perhaps balance does stand a chance after all!

  1. Use calendar blocks for laser focus

You have a calendar, so use it. Schedule specific blocks of uninterrupted time for your most important tasks. When you are working, work hard and focus. You scheduled this work time, so give it your all. You wouldn’t want one of your employees or one of your suppliers to do a half-done job on your assignment, so don’t do it to your clients. Block out distractions and keep on task. Focus and avoid sabotaging yourself and your most precious commodity – your time.

Also schedule important personal activities, such as special dinners, school events,  sporting events, fun events with friends, your kids or your spouse or just exercise time. Scheduling this time may sound like overkill, but trust me, it works. It removes the guilt over being with your family instead of working in your business. It’s on your schedule after all – so you are being productive and not ignoring your family. It’s a win-win! And remember, you are in charge of your own schedule. You don’t have to be tied to the 9-5 time limitations. If you need two hours in the middle of the day to attend your child’s talent show – you have that freedom. Just remember to replace those two hours somewhere else on your schedule.

  1. Set boundaries

If customers or colleagues think it’s OK to call you at 11 pm if they need something, they will. Set firm boundaries around when you are, and aren’t, available. Doing so will help you relax when you’re off the clock and avoid burnout, while also helping others avoid unmet expectations. Limit your work hours. Work never ends, and if you’re looking to finish everything, you’ll never stop. Working long hours isn’t good for anyone — you, your family or your colleagues. Sheryl Sandberg spent years leaving work at 5:30 to have dinner with her children. If she can do it, why can’t you? Do not overextend yourself. Learn to say thank you, but NO for both personal and professional requests. If it doesn’t fit into your schedule, then the answer is “No.” The time you spend on your work or business needs to produce income, and the time with your family or personal time needs to be quality time.

The bottom line is, we all want to enjoy life and to find that ever elusive balance. Some days are better than others, but if your goal is to enjoy your career, your clients, your family, and your time, then remember, you have the power to make that happen. You don’t have to take yourself too seriously – just use your time more effectively to accomplish both goals.

Work-life integration is not a system of having your work and life take exactly the same amount of hours or focus. It’s a way of making sure that both your work priorities and your personal priorities are being met. Sometimes that means more work hours, and other times it means less.

Newer times demand new thinking. Now it’s up to all of us to get real, to think bigger, and begin to make the real changes we all need in order to live our best life.

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Preparing for future change and our new world

by Reprintted from Bangkok Post
written by Reprintted from Bangkok Post

Today, we face changes that are happening faster than ever before. Change is great as it presents both individuals and businesses with new opportunities to reach new heights of success. But change can also be unsettling and disruptive for some.

At the end of the day, we are all humans. Though we can learn to manage change better, it can still take a toll on us. The reality is, it doesn’t get any better. We will constantly face bigger challenges ahead and they will continue to affect us in both positive and negative ways.

The good news is, we can prepare ourselves for those challenges. While it doesn’t necessarily get easier, we can learn to adapt faster to overcome challenges. So, how can we ensure we are prepared to face more challenges such as the recent pandemic? And how can we ensure our skills remain relevant in our ever-changing world?

 

Here are seven skills to start developing and strengthening to help you stay relevant and face the changes in our coming new world post-pandemic.

The first skill is emotional intelligence. We cannot deny that change can affect us in many ways, one being in the emotional aspect. But how we acknowledge and react to those emotions, both our own and those of others facing the same challenge, is critical.

The second skill is a growth mindset. Just as a house requires a strong foundation to endure, we require a strong mindset to face change.

The growth mindset is a concept developed by Dr Carol Dweck, an American psychologist at Stanford University. It is a great starting point as the concept is built around finding opportunities and learning in the face of every kind of adversity.

The third skill is empathy. Empathy builds on the skills that allow you to truly open up and understand the real needs of others. This is the most important first step in any problem-solving process as it opens the door to new insights you otherwise may have not known.

This skill can be applied toward your external customers, but also toward those you’re working with, such as your boss or your team.

The fourth skill is leadership. Whether you’re a business leader or an employee in an organisation or even a freelancer, you still require leadership skills. When you look at the tasks you need to tackle and the challenges you need to face, you need to be able to be proactive and self-lead through them.

The fifth skill is agility. To be agile is to adapt to coming changes with speed. Change can happen suddenly, so we must prepare ourselves constantly. The key to this is being proactive.

Another important thing to remember is that, while being agile is crucial, balancing between being rigid and flexible is equally important. Yes, we cannot be rigid in the way work, but at the same time, we cannot always be swayed by everything that happens. 

The sixth skill is data analytics. We have so much data available these days to understand customers and potential markets. But, are we trying to make sense of it in our work? As a default, we tend to know what’s going on but don’t use the information to support our work.

The final skill is creative problem-solving. From what we learn in terms of the situation and our customers, both external and internal, we need to be able to connect the dots and find creative solutions. Especially during this unsettled period, creative, cost-effective solutions would be the ideal route in solving any problem we face.

These skills can be developed mainly through practice but require a basic understanding of what they truly mean and how to apply them in everyday life. It can be daunting, especially if you’re not familiar with certain skill sets, so here are some tips to begin your journey.

First, identify what you need to develop and the goals you want to achieve. Second, set a learning plan where you identify the resources required to achieve your goal. Third, practise learning in daily situations. It may feel unnatural but the more you do this, the more comfortable you’re going to be. Finally, measure whether the takeaway from the learning allowed you to achieve your goals. Go back to each step whenever necessary.

While there are particular skill sets in each industry, business and job role, these skills and tips listed above act as a launching pad toward more of the learning and development needed to keep up with change. At the end of the day, when it comes to change, we know we cannot stop learning, as otherwise we will face redundancy.

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Ownership in the Workplace

by Waleska Berguño
written by Waleska Berguño

Regardless the segment and size of companies, a company with a well-defined corporate culture, notably gives a great value on employees´ expected performance Even being the employees from any hierarchical level, who treat work as if it were their own business, who have a sense of ownership. In order to figure out what is an employee who has a sense of ownership: be an employee has the feeling of the act, state, or right of possessing something. The companies want everybody to feel like an owner, at the most different levels. The owner of the machine. The owner of the Finance area. The owner of that project. The owner of Production Line. People who work well in this inspiring, positive and energetic workplace environment indeed have been searched unremitting by cultures of high performance and well planned demand. Every organization needs to build a culture of ownership. Ownership isn’t assigned or given. Ownership is taken. I can’t appoint ownership. Because the owner is the owner.

  The employees have to assimilate about the importance of getting good motivating and engaging organizational behavior through goal setting, workplace improvements, positive reinforcement and performance recognition. These mechanisms contribute  to creating a healthily challenging work environment. The leaders can provide recognition for employees through newsletters, interoffice emails and at company events throughout the year or consider quarterly and yearly bonuses for employees who meet predetermined productivity levels. The recognition policy can be an ally. The politic of good example  can works very well like reference to others employers of the company  

Arguably, people who are recognized for various achievements are more motivated to continue and expand their efforts, not afraid to expose their ideas or take the ownership attitude. When the people feel confident in the workplace, inevitably they perform better. Undoubtedly they may become more creative, independent and happy to work well even under a high pressure productive environment.

Certainly the comfort zone is the main enemy of all professionals who wish to grow in their careers. When the employees remain comfortable and relaxed positions in the workplace, while what really is needed  to achieve new goals is a state of relative anxiety, stress and discomfort. Finally, resilience at work, that is essential to develop a human and empathic look that needs to deal with adversities, conflicts in the environment of pressure. The companies would like the employees to proactively improve the role, continually increase output, and increase overall efficiency but taking the ownership of improving the task would take away from that comfort zone facing  few people look for discomfort. Once people stop making excuses, stop blaming others and take responsibility for everything in their lives, they are compelled to act and solve their problems.

In business, as in life, prevention is better than cure. Do not allow complacency to occur. The most importants actions should be taken by leaders are keep people engaged and motivated to act and encourage both continuous learning and training.The leaders have to let employees see their own potential, stimulate them with their career prospects and foster their talents also. The success ownership is built on individual excellence aiming at the accomplishments of teamwork. Is important to know positive results are possible by great leadership at all levels.

Valuing this ownership feeling, organizations try to maximize the dedication of employees, aligning business interests and facilitating the coordination of activities. The example and practice of company employees speaks louder and can be replicated at all levels through inspiration toward continuous improvement to achieve the needed results.

Great leaders ensure there’s a sound planning process that includes  mission clarity, evaluation of options and risks, engagement of all levels, post-action debrief, and systematization of the planning process..The employees take the ownership over their work invest first in your ability to take responsibility for the results of your team, that is, to assume the risks of an operational and strategic change in favor of carrying out a project or task, with different resources and in differents ways.

Another skill needs to be experimentation, not to be afraid of making mistakes and building improvements on top of the mistakes or successes that happen throughout the process. Take that incremental look at ideas.

A sense of ownership is the differentiated mentality of people who want to see their company thrive, ensuring stability, profits and growth. When the leaders foster a culture of ownership, they don’t need to be involved in every detail. That precious time can focus attention elsewhere, secure in the knowledge that owners will always come when they have problems or need help.Imagine if every one of your company’s employees and managers had this same mentality?

The employees have the ownership mindset driven by their own desire to succeed, surely they fully understand and believe in a mission, before they can convince others to embrace it and lead them to do what’s needed to succeed. Great leaders prioritize the wider mission over their personal ego. They’re willing to learn, accept good ideas from others, and own up to their mistakes. They also manage their team members’ egos to keep everyone focused on the team mission.

Keep in mind that the motivation is inside of you. Change. You can have the best work tools, the best work team, the best leader, but if you don’t decide to change by yourself, nothing will happen. You are not a tree, you can move.

Are you ready to develop your owner’s profile in your work?

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