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The Better Workplace Conference 2015 will be
held at the Hilton Lac-Leamy
in Gatineau, QC,
October 14-16, 2015

More details coming mid-April

Watch Michael Landsberg, Host of TSN’s Off The Record and 2014 Kickoff Keynote Speaker

Archive for the ‘Blog’ Category

Making Change Healthy and Effective

Monday, July 26th, 2010

Today’s blog is provided by Dr Graham Lowe and covers some of what he will be speaking on at this year’s Health Work & Wellness™ Conference.

Becoming a healthy organization is both a journey and a destination. Goals and action plans help, but what’s also needed is careful attention to how you go about change. Here are 5 tips for ensuring that the change process itself is a healthy experience for all involved and, equally important, that intended change goals are actually achieved.

1. Understand change readiness

A basic insight from the field of health promotion is the importance of a person’s readiness to make changes in their health-related attitudes and behaviours. Organizations also can be assessed for their readiness to change in a healthy direction. Develop a checklist of the basic features of the organization and assess each as a source of resistance, readiness, or momentum.
2. Align structure and culture

Organizational change initiatives often fail because structural change is given priority over cultural change. So if you want your organization to get on or stay on a healthy change trajectory, changes in structures or operational processes must be balanced with the values and other elements of culture.

3. Link people initiatives to the business strategy

Many organizations have too many separate “people” policies and initiatives. If HR champions of these initiatives can’t see how all the strands tie together, line managers surely won’t. Needed is a strategy-focused approach to healthy change that makes it easy for all to see how actions to improve the work environment and employee wellbeing also contribute to business goals.

4. Widen the circle of involvement

Successful change requires collaboration. Healthy change processes move organizations forward because they provide ever-expanding opportunities for others to become involved. While leadership from the top of the organization is a big plus, employees throughout the organization can become change agents, contributing to making their own work environments healthier.

5. Learn and innovate

Successful implementation of change requires time for ongoing reflection and learning. Furthermore, think of your healthy organization strategy as an innovation – it introduces something new, institutionalizes its use, and diffuses the healthy practices and their supporting values more widely.


Posted by: grahamlowe on July 26th, 2010

Managing Chaos

Wednesday, July 14th, 2010

Hi Everyone! Today’s guest blog is provided by Rory Cohen, an expert in the psychology of success, and facilitator of the “Take Action” series we’re holding at this year’s Health Work & Wellness™ Conference. There are some great suggestions here on getting results. Personally, I can’t wait to participate in Rory’s sessions this year at the conference. Enjoy! Deb

Managing Chaos

If you are a human today chances are great that you have a very full plate. If you have a job and a family, you are likely desperately trying to keep all your plates on a tray without dropping any. In my opinion, this is why so many start-up businesses employees feel stressed to the point of non functionality. There’s no way to manage that kind of chaos in the way most of us try to manage.

Let me repeat that last sentence. There is NO WAY to manage that kind of chaos, especially not alone. You cannot do it all, certainly not if you expect to grow a successful business. If you find yourself working night and day and still feel that you are accomplishing nothing, you know you are in the ‘doing too much’ trap, and it’s time to stop, take stock, and try a new approach.

Start with taking honest stock of everything you are doing in your day. If you are like most of the entrepreneurs I work with, those projects were not chosen consciously. Take 10 minutes right now and make the following lists:

  • The projects I’m currently working on
  • The roles I’m handling in my life and business (parent, spouse, manager, thought leader, accountant, mail clerk…be honest and list them all)
  • All the things that are on your mind that you AREN’T getting to (unfinished business, creative pursuits, new product ideas)

Now, looking through the filter of your long term goals, evaluate the roles and projects and see which ones emerge as priorities. Which are the ones that if you paid full and consistent attention would make the biggest difference in your feelings of vitality, your relationships, your financial success?

How Will I Know When Enough is Enough?

As the bible says, the lillies of the field neither toil nor spin. “Enough” is a decision, not a thing. If you are clear on your vision, have balanced your priorities to include health, relationships, inner work in addition to your business, and you are taking small, consistent actions each day, you are doing the best you can. Act AS IF you’ve done enough, acknowledge yourself, give yourself time to rest and rejuvenate, and watch your results expand.

© Copyright 2010 Entelekey, Inc. All rights reserved.
Rory Cohen is known for her expertise in the psychology of success, particularly in the implementation of Big Ideas. She leads mastermind groups for business and marketing event producers nationwide. She co-developed the Take 10! System, a powerful and uniquely simple system for achieving extraordinary results, available in the book and CD Take 10! How to Achieve Your Someday Dreams in 10 Minutes a Day. Rory has been a featured guest on various television, web and radio shows, including The View, CNN, and Public Radio. National print media appearances include the cover story, “Start a Business in 10 Minutes a Day”, for Entrepreneur Magazine and a spread in People Magazine. To download a free 10 minute timer to keep you focused on YOUR Big Idea visit www.take10now.com/timer .

Posted by: rorycohen on July 14th, 2010

Guest Blog – Bury My Heart in Conference Room B

Tuesday, July 6th, 2010

Note from Deb: I’m reading ‘Bury My Heart in Conference Room B’ by Stan Slap, our closing keynote speaker. It’s a fantastic book (available in August) and I’ll comment on it in my next post, but I asked Stan to share some of his insights with you today.

A manager’s emotional commitment is worth more than their financial, intellectual and physical commitment combined. It’s what solves problems that are unsolvable, creates energy when all the energy has been expended and ignites emotional commitment in others, like employees, teams and customers. If you’ve ever witnessed a human being emotionally committed to a cause – working like they’re being paid a million and they’re not being paid a dime – you know there’s a difference and you know it’s big.

It’s big but it’s not easy. Companies don’t get emotional commitment from their managers because the company believes it needs to be the dominant organism in the relationship; it must get managers to do what it wants them to do, how it wants them to do it. This causes managers to have to repress their own values—and so causes them to detach emotionally from their jobs.

The key neurobiological source of emotional commitment is the ability to live one’s values in a relationship or environment. For managers this means the relationship with their company and the environment at work. In order to really get emotional commitment, a company would have to reattach managers to their own deep drivers—allow them to live their own values and act according to their own personal codes.

This is the great fear of the corporate organism: If I set you free to pursue your own priorities, you’ll leave me and I’ll die. The problem is, managers are already free. They’re free to detach, which is about as free as one can get. What every manager in every company has in common is that they are human. When that humanity is denied by an anxious corporate organism managers detach emotionally to protect themselves.

New truth: The cause cannot always be the company; instead, it must also be managers’ pursuit of their own values within the company. This isn’t licensing chaos; it is ensuring control. There is no more reliable way for the company to become the cause than by not always insisting on being the cause.

Can companies trust their managers to remain committed to the enterprise if they’re free to live their own values at work? Human behavior is only unpredictable and dangerous if you don’t start from humanity in the first place. To safely trust managers a company must allow itself to be the best possible place for managers to practice true fulfillment, to live their values, and to realize deep connectivity and purpose.

This is the system managers will protect. This is the system managers dream about.

OF TRULY COMMITTED MANAGERS by Stan Slap by arrangement with Portfolio,
a member of Penguin Group (USA), Inc., Copyright (c) Stan Slap, 2010.

Stan Slap, President


Posted by: stanslap on July 6th, 2010

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