Passive to Powerhouse: Transform Your Board of Directors and Enhance Your Impact!

Picture a passionate nonprofit leader sitting at her desk, head in hands, wondering how to get her board more engaged. The last meeting barely made an impact, and when it came time to discuss fundraising strategies, most board members suddenly became very interested in their phones. 

Sound familiar?

I’ve seen this scenario play out countless times in my years working with nonprofits. One executive director said, “I feel like I’m herding cats, not leading a board.” It’s a common frustration, but it doesn’t have to be this way!

The truth is that an effective Board of Directors can be the rocket fuel that propels a nonprofit to new heights of impact and success, but boards often become passive observers rather than active partners in furthering the organization’s mission.

The Nonprofit Board Dilemma

When nonprofit leaders come to me for help, their concerns often revolve around a few key issues:

  • Disengaged board members who show up for meetings, but contribute little else
  • Lack of strategic direction from the board, leaving the staff to navigate complex decisions alone
  • Difficulty in recruiting board members with the right skills and passion
  • Boards that don’t understand their roles in fundraising and community outreach

These challenges don’t just create headaches for nonprofit leaders; they can significantly hinder an organization’s ability to fulfill its mission and serve its community effectively.

The Path to a Powerhouse Board

So, how do we transform a passive board into a powerhouse of leadership and impact? It starts with a strategic approach to board development.

Every nonprofit is unique, and so are its board development needs. One size does not fit all. I often start by helping organizations conduct a thorough assessment of their current board composition and the specific skills and perspectives they need to drive their mission forward.

Vague responsibilities are a recipe for disengagement. I’ve seen the light bulb moment when board members finally understand what’s expected of them. Suddenly, they’re not just attending meetings, they are actively contributing their expertise and connections.

Gone are the days of recruiting board members simply because they’re willing to serve. We need to be strategic, identifying individuals whose skills, networks, and passions align with the organization’s needs. And once they’re on board, a robust onboarding and engagement process is crucial.

A Six-Month Journey to Excellence

Recognizing the need for a structured approach to board development, I’ve created a six-month program designed to guide nonprofits through this transformative process. Each month builds on the last, addressing critical areas of board functionality and engagement.

We start by assessing your unique needs and setting clear expectations. Then, we dive into strategic recruitment, effective onboarding, and fostering meaningful engagement. By the end of the six months, you’ll have the tools and strategies to cultivate a board that doesn’t just show up but is ready to drive your mission forward!

Is This Program Right for You?

As someone who’s been in your shoes, leading nonprofits and grappling with board challenges, I understand the hesitation to invest time and resources in board development. 

But ask yourself:

  • Is it easy to keep your board engaged beyond monthly meetings?
  • Is your board actively contributing to fundraising and strategic planning?
  • Do you have a clear, effective process for recruiting and onboarding new board members?

If you answered “no” to any of these questions, this program could be the game-changer your organization needs.

Ready to Transform Your Board?

Imagine having a board that not only understands your challenges but actively works alongside you to overcome them. A board that brings diverse skills, connections, and resources to the table, propelling your nonprofit towards greater impact.

This isn’t just a dream; it’s an achievable reality. And it starts with a single step.

I invite you to book a call with me to discuss your organization’s unique needs and explore how this six-month journey could transform your board from passive to powerhouse. Together, we can build a board that doesn’t just support your mission – but supercharges it!

 

Kim is a mom, lover of being active and the outdoors, and helper of nonprofit leaders.
kim@athena-coco.com

Effective Board Meetings

I believe that this is my last article comparing leading a staff team to leading a team of governance volunteers. If you haven’t been following along, but are curious to learn more, check out my previous articles on this topic:

What I have observed in working with and speaking with hundreds of nonprofit leaders, is an interesting disconnect. Whether it’s Board Chairs, who supervise and lead staff for their paid job, or Executive Directors, who lead a team of employees to deliver the work of the organization. These folks are often highly skilled when it comes to supervising and managing paid staff. Then, when it comes to leading a group of governance volunteers, they struggle. That was the motivation behind my last several articles comparing these two types of teams. 

I often say that all business is people-business. And when it comes to the nonprofit sector, that statement can be multiplied by 100. Everything about leading a nonprofit comes down to the ability to work with people. Relationships drive programming, funding, governance, partnerships, vision, impact and more. It doesn’t matter if you are speaking with your paid staff, volunteers, friends or your spouse, healthy communication is the foundation of strong relationships. 

Board Meetings as Special Events

One of the main communication systems most nonprofits have in place for connecting with their volunteers the regular board meetings. Hopefully this is not the only communication system, but it’s a pretty important one. So much so, that I have always thought of a board meeting as a special event. 

Think for a moment of the  Board of Directors as an adult leadership program. This program supports the volunteers governing the organization, and also helps develop even stronger and more passionate volunteer leaders. Running this program involves engaging different volunteers in a variety of aspects of leading the organization. This could include leading a committee, doing research, advocating for the organization, friend-raising, and more. Then the board meeting is when it all comes together. 

Like with a special event, a lot of planning, communication and preparation go into ensuring that it’s a success. The March article on communication goes into a detailed process on how-to and what-to communicate with your volunteers leading up to and following a board meeting. Ensuring everyone knows when the meeting will be and its content is important, but it’s just a small part of planning this special event. 

Components of Effective Team Meetings

Whether your team is made up of paid staff, or governance volunteers; meetings are a critical tool for effective communication, collaboration, and problem-solving within any organization. An effective meeting requires careful planning and execution to ensure that everyone is engaged, productive, and focused on the team’s objectives. 

  • Clear Objectives: Every meeting should have a clear purpose and objectives. If you don’t know why you are bringing people together, it’s worth evaluating the value of the meeting. Generally with board meetings we are looking to do some or all of these things:
    • Connect volunteers to the mission
    • Ensure everyone is well-informed and on the same page
    • Educate volunteers on their role and/or skills development
    • Problem-solve
    • Team-building
    • Strengthen communication
    • Address official business
  • Agenda: A well-planned agenda is a critical component of an effective team meeting. The agenda should be distributed to all participants a minimum of one week before the meeting, along with any pre-read materials or preparation required. The agenda will help keep the meeting focused and ensure that all relevant topics are covered. My recommended board meeting agenda is as follows, and is similar to my staff meeting agenda:
    • Welcome/Opening – In addition to introductions, this is a great time for a mission moment spotlighting the work of the organization. (Connecting volunteers to the mission.)
    • Segue – Have everyone share some good news, both personal and professional. This provides a transition from what they were doing before, to this group. It also ensures that everyone speaks at least once in the meeting. (Team-building.)
    • Approval of Minutes (Address official business.)
    • Customer/Employee/Board Headlines – Note anything worth celebrating or acknowledging. (Connect to the mission. Team-building. Strengthen communication.)
    • Operational Announcements (Strengthens communication.) 
    • To-Do Items – Review any action items from the previous meeting. Are they completed, progressing, or off-track? Any off-track items drop down to the Discussion section. (Strengthen communication. Identify issues needing problem-solving)
    • Committee Reports – High level presentation of the work of the committees. Vote on initiatives when appropriate. Drop any issues down to the Discussion section. (Ensure everyone is well informed. Problem-solving. Strengthen communication.)
    • Discussion Items – All of the previous items should be addressed fairly quickly, leaving half or even two-thirds of the meeting time to focus on your Discussion Items. If there is a long list, as a group choose the 3 most important topics that need to be addressed. Give each topic 15-minutes. If you get through all items, pick the next most important one to discuss. (Skills development. Problem-solving. Strengthen Communication. Address official business.)
    • Conclusion – At the end of the meeting review any action items or assignments made. Discuss any outward communications that need to come out of this meeting, and who will handle it. (Ensure everyone is well-informed. Strengthen communication.)

You can grab a copy of my recommended board meeting agenda here.

  • Active Participation: Effective meetings require active participation from all team members. Otherwise, why are they there? The meeting leader, usually the Board Chair, can encourage this by asking specific people for their insights, going around the room and having everyone contribute, or breaking up into smaller groups for in-depth discussions. 
  • Time Management: We are all busy and time is a precious commodity. Effective meetings require good time management. Consider assigning a time-keeper to keep things moving along and minimize tangents. Effective meeting time management can bolster engagement when volunteers know their time is respected and used effectively.
  • Action Items: The point of a meeting is to make decisions and move the organization forward. As stated above, capture action items and next steps during the meeting and assign ownership and deadlines. Review at the end of the meeting and put these items on the agenda for next time, so they don’t get lost. This will help to ensure that decisions are acted upon and progress is made.

If you have not been thinking of your board meetings as a special event, give it a try. It establishes a greater sense of importance and production. Running quality board meetings can be one of the most effective strategies you implement in attracting and retaining quality board members. People want to know why they are coming together, they want to use their time effectively, and they want to see progress. Thoughtful and intentional board meetings can be the backbone needed to advance your work. 

Make Sure Everyone is Prepared

In addition to sending out agendas and assignments in advance of the meeting, everyone should know their role in the meeting. If you have a committee chair giving a report, review it with them in advance. Without guidance, they may end up just reading the minutes from their last meeting. Coach any who will be speaking or presenting on what and how they should approach the assignment. There is a bit of orchestrating that goes into delivering a quality board meeting special event. 

Timing is Everything

Finally, I highly recommend that your meetings have a set day and time. This way volunteers can have an entire year’s worth of meetings on their calendars. They can plan around them and communicate when there are conflicts. If yours is a brand new board, and you are still figuring out when that best time to meet is, use the input of the group, and then set the time that works best for everyone. As early as possible, establish that standing day and time. 

When it comes to frequency, I think monthly or every other month is best. Any less frequent, and you totally lose any momentum that you gain at the meeting. There are exceptions. For example, if you bring people in from all over the country/world. Or if your agency’s focus is on an event that happens once a year. For those who bring the board together less than every other month, it will be important to develop a robust committee structure or other work to keep your volunteers connected to your cause and to the important work of governing your agency. 

I love helping organizations evolve their board meetings from “sit & gets” to engaging and robust systems for advancing their work. Email me at Kim@Athena-CoCo.com, or schedule a Discovery Call to discuss creating board meeting special events that will drive your organization’s success! 

Kim is a mom, lover of being active and the outdoors,
and helper of nonprofit leaders.
kim@athena-coco.com

Our Similarities Outweigh Our Differences

Our similarities outweigh our differences. This is true in every aspect of life and relationships. Today’s article is going to focus on the similarities between nonprofit organizations and small businesses. The way I see it, there are many more similarities between these two business types, than there are differences. Before I get into the similarities (and a few differences), let’s dig into what we’re talking about here. 

People often become disillusioned by large, “corporate” nonprofits. They see the leaders making big salaries, and make assumptions about the philanthropy or integrity of the agency. Let me be clear – that level of nonprofit organization is not what this article is focused on. Additionally, this article is not about the Amazons or WalMarts of the world. 

97% of nonprofit organizations have annual budgets of $5M or less. Furthermore, 92% work with an operating budget of less than $1M, and 88% get by with less than $500,000. Similarly, of the over 30 million small businesses in the US, only 9% of them make over $1M in revenue. Small businesses with 20 or fewer employees make up 89% of all business in America. These are local organizations and businesses working hard to meet local community needs. And these are the focus of this article. 

Differences

Obviously there are some differences, otherwise there would be no reason for different classifications. The only difference that always exists in every situation, is the IRS tax status. What makes a business a nonprofit is the fact that they obtain a tax exempt status. Businesses are awarded a tax exemption in exchange for the work they do to address critical social issues in their community. 

Another key difference is related. Part of their tax exempt status requires a nonprofit to reinvest their profits back into the organization. This can be in the form of staff salaries, professional development, equipment, technology, investments, and more. They can make a profit, but it does not go to benefit an owner. While I’m filing this under differences, the difference is really in the IRS requirement. I say that because, in reality, there are many small businesses that do the same thing. They are not required to, but they invest their profit right back into their business. 

The third difference has to do with ownership. A nonprofit organization is essentially owned by the community, with a volunteer Board of Directors responsible for its leadership and operation. In newer nonprofits, the founder often behaves like an owner. This person usually holds the vision for the business, gets others excited about it, and develops the board, programming, funding, and more. And this brings us to the similarities portion of this analysis.

Similarities

There are differences in the leadership; nonprofits are led by a volunteer board, sometimes with a paid Executive Director running operations. Small businesses are generally led by an owner, partners, or a family. In either case, those business leaders have a LOT in common. 

Small businesses and nonprofits both struggle with never having enough time, money, resources or people to do everything they would like to do. This means that their leaders need to be hardworking, scrappy, creative, and dedicated. They tend to be driven by a passion greater than a paycheck. Whether it’s the mission, a desire to create something great, a commitment to serving their community, or a dedication to meeting the needs of their customers; these leaders are intrinsically motivated. 

In order to be successful, both sets of leaders need to have a strong connection to their community. By having their finger on the pulse of the community’s needs, they are able to identify issues and gaps in service. In knowing what is important in the community these business leaders can find their niche and remain relevant. Additionally, this connects the business leaders to the people in their community who will need their products and services. People do business with those who they know, like, and trust. 

This brings us to mission. Nonprofit organizations have a mission that drives their work in meeting a critical social need. While for profit, small businesses may not be driven by a mission, that does not mean that they don’t work hard to meet the needs of their community. People need groceries and gas and insurance. They need someone to help them buy and sell their house, and they like to go out to dinner. While these things (and more) do not necessarily qualify as mission work, they are definitely community necessities. 

The last two similarities (which initially seem to be differences) are fundraising and board management. A small business does not have to do traditional fundraising; however, they often seek investors and raise start-up capital or funds to develop new services and products. Likewise, a small business with investors reports to them as an Executive Director reports to their board. This involves educating them, building strong relationships, and managing communication. 

I spent 30 years working in the nonprofit industry and the last 18 months as a small business owner. In networking, developing, and growing with other small business owners it’s been so interesting to see the similarities between these two worlds. I’ve discovered, not only that the two industries have a lot in common, but we have so much to learn from each other!

I love helping business leaders to grow and develop professionally. If you’re looking for leadership, team or board development, mail me at kim@athena-coco.com to connect for a free 30-minute discovery call.

Kim Stewart

Kim is a mom, wife, lover of being active and the outdoors,
and helper of small businesses and nonprofits.
kim@athena-coco.com 

Self-Advocacy is Self-Care

Recently a friend mentioned that she has been hearing from several people seeking advice on their jobs. Specifically, women are asking things like:

  • Are they being paid what they’re worth?
  • How should they ask for more money?
  • Is their title appropriate for the work they are doing?
  • How to ask for support when not being given the resources to do their job effectively?
  • Should they negotiate? How? 

This conversation got me thinking about self-advocacy as a component of self-care. While self-care is an extremely fast growing industry, only 32% of women and 39% of men report making time for it.

Self-care is defined as: 

The practice of taking an active role in protecting one’s own well-being and happiness, 

in particular during periods of stress.

Most people think of self-care as taking bubble baths with scented candles while sipping green tea. That is definitely nice and one way to pamper yourself. Today I want to talk more about protecting one’s happiness during periods of stress. 

Self-Advocacy can be defined as: 

The action of representing oneself or one’s views or interests.

Whether at home or work, if we’re not representing ourselves and our best interests, we are likely compromising our well-being and happiness. Not asking for (or insisting upon) what we need for our well-being or happiness is going to create stress. When we think about self-advocacy as a form of self-care, we see the importance of advocating for ourselves. 

The Great Resignation

We are in the midst of what has been called the Great Resignation. Employees throughout the country have become fed-up with their current situations. Whether it’s their pay, the culture, or they have visions of something more for their career, people are leaving the workforce at a tremendous rate. Employers are struggling. Businesses are being forced to reduce their hours, limit their services, or compromise the quality of services or products they deliver. Everyone is hiring and struggling to find the staff they need to run their business. 

As a result of the Great Resignation, employees are in a very good position. Employers do not want to lose the quality staff they have. While they may have previously been closed-minded when it comes to accommodating their employees, supervisors (who want to keep staff) are listening and compromising. 

When, Why and How

When it comes to advocating for ourselves, it’s worth considering these three questions – When does it make sense? Why is it a good idea? And how do we do it? Let’s walk through each of them.

When: Generally speaking, there are a few conditions that should exist before you start pushing for more in your job. These may not be true 100% of the time, but when they are you will have a better chance at success. 

  • You’ve been in your position for six months or longer. If you have not had the opportunity to prove your value, it might not be the best time to ask for more. Leaders who have a traditional mindset may look negatively upon those who expect more when they haven’t really “cut their teeth”. Those who have been doing quality, results-driven work for a while will be in a better position to negotiate. 
  • You’re delivering quality work that is respected. Employees who are struggling to meet expectations or manage their workload, need to focus on improving their quality of work before they start negotiating for more. Staff whose work is recognized and driving the business towards their goals are in a good position to advocate for themselves. 
  • You are providing skills or services that are valuable to the business. If the company could get along without your position, you’re not in a great negotiating position. In fact, in this situation, you may want to consider taking on more responsibilities. Seek out ways to make yourself indispensable. 
  • BONUS ~ You are willing, and able, to walk away if you do not get the response you are hoping for. This situation gives the employee all the power. Knowing you could easily find another job, or survive without one for a while, helps you become extremely confident. Confidence is a great tool when self-advocating. This is your ideal situation. 

Before asking for things like more money, additional flexibility, or position advancement, make sure the conditions are right. Otherwise you run the risk of appearing as if you are disconnected from reality. 

Why: When conditions are right, there are many reasons to advocate for yourself. We usually think of pay, position, or titles, but there are several reasons to start a conversation representing your views or interests. 

  • Speak-up for yourself – Now is a good time to start speaking up if you haven’t been. Share your ideas and push to be heard. Bring up the challenges that make it difficult for you to be productive and effective. Find your voice!
  • Gain access to information – It is also a great time to push for additional transparency. Having access to the right information can make a big difference in your ability to do your job well. Transparency empowers employees to be better advocates for the company, and strengthens their commitment. Ask lots of curious questions and push to expand your understanding. 
  • Gain additional support – Good employees often find their workload expanding. As they produce quality work and as other staff leave, more and more may be allocated to the ones who stay. This can provide the opportunity to demonstrate your skills and your commitment to being a team player and advancing the company. However, there comes a time when you cannot take on more or where you are being taken advantage of. Consider requesting additional staff, technology or outsourced services to help you manage your workload. 
  • Asking for help – There may be any number of things that could make your job more manageable. Flex time. Job sharing. Additional training. Mentorship or a sponsor. Skills development. If it’s going to help you to be more productive and happier at work, bring your ideas forward. 
  • Rally for advancement – Advocating for your personal advancement can be great for your career. It alerts leadership to your desire to grow with the company. Quality management develops a deep bench. It’s very helpful for them to know who is committed to being included in their plans. If you are ready for your next step now, this is an excellent time to state your case and gain a position on management’s radar.
  • Request a salary and/or title increase – There are a few conditions here that are key to a successful conversation. First, if the organization is struggling to make payroll, asking for a raise will make you appear out of touch with reality. A sinking ship will not be in position to give raises or promote their staff. Second, if you are already at the top of the pay scale or compensated better than your peers, you run the risk of presenting yourself as self-centered. On the other hand, employees not compensated consistently with others doing the same work can justifiably start these conversations. 

How: Once you determine that conditions are right and you have good reasons for self-advocacy, the next step is to process how best to move forward. 

  • Mindset: The very first step in advocating for yourself is knowing your worth. Challenge your own thoughts of self-doubt. Know that you are worthy and deserving of the things you are asking for. Additionally, know that everything is negotiable. Leaders expect these conversations. Lastly, realize that if you don’t get everything you ask for, that is part of the negotiation process. It’s a give-and-take. 
  • Organize Your Thoughts: Think through what will improve your situation. Process how the changes will also benefit the company. Organize your thoughts in a way that communicates both your needs and speaks to the needs of the organization. Leaders make decisions based on what is best for the business. That is their job. Help them see how your proposal is good for the bottom line. 
  • Practice: Practice with a friend if possible, and ask for feedback. At a minimum rehearse in a mirror. Along with practicing, think through the various scenarios that could arise. For example, if your boss is known for interrupting, practice refocusing the conversation. 
  • Focus on Facts: Women tend to tie our emotions to everything. This isn’t at all a bad thing; however, some supervisors view it as a weakness. By focusing on the facts we keep the conversation on track. 
    • For example: I have taken on X, Y, and Z, yet have not received a raise in 2 years. 
    • Rather than: I’m frustrated and don’t feel appreciated. 

If emotions do bubble up, it’s appropriate to ask for a moment to collect yourself, so you can refocus on the point of the conversation.

There is a lot that goes into self-advocacy. Frankly, there isn’t one right way to go about it. Every situation is different and everyone’s personality varies. The act of self-advocating is a success, regardless of the progress you make towards your requests. This content is meant to give you a framework for increasing your self-advocacy. And as a result, expanding your self-care. If you would like to read more about why self-care is so important for leaders, back in February I wrote this article. 

Want to discuss your opportunities for self-advocacy? I would love to help! Email me at kim@athena-coco.com to connect for a free 30-minute discovery call. Also, I am hosting a discussion on Women’s Self-advocacy on Wednesday, November 17th at 5:00 pm. Email me if you are interested in joining the conversation. 

Kim is a mom, wife, lover of being active and the outdoors,
and helper of nonprofits, small businesses and leaders.
kim@athena-coco.com

The Great Resignation and What to Do About It

It’s safe to say that businesses that employ staff are struggling right now. There are exceptions, but this is a very clear trend in staffing right now. The easy answer, that many like to point to, is the extra unemployment benefits that have been provided during the pandemic. I’ve heard it said that these benefits have made people lazy, and that they just don’t want to work. I think there’s a whole lot more to it. 

What I believe the extra benefits have done is give people options. Those who used to feel stuck in jobs they didn’t like, have had the opportunity to look for jobs with more money, more flexibility, and more happiness. They are starting businesses, going back to school, or using the financial cushion to find a job that aligns with their passions and values. 

Employees leaving jobs to pursue something new implies a few things:

  • They don’t believe their time is valued by their employer
  • They don’t feel fulfilled by their job
  • Their needs for flexibility and work-life balance are not being considered 
  • They are not happy

Recently I read a report on this very topic (shared with me from my fabulous friend and Coach Beth, Unlimited Potential). What I found most interesting is the connection between people leaving and manager burnout. It turns out, people who are stressed, overextended, and depleted, don’t make great staff leaders. 

In addition, many companies overlook training managers to be supervisors. Often new leaders are elevated to their position because they were good at their previous role. So now they will supervise others doing that job. What a tricky position to be placed in! Especially if the new supervisor has never experienced quality supervision themselves. 

When these two factors are combined it becomes pretty clear why people are leaving their jobs. And it makes it even more important for business leaders to be proactive about taking care of their people.

Right now, the struggling companies are searching for a quick fix to their staff shortage. Some are finding success with things like hiring bonuses and referral rewards. However, I don’t think these will fix the problem long term. In order to do that, leaders need to acknowledge the HUMAN in Human Resources. 

This means acknowledging the following and using it to drive decisions and policies:

  • Staff want to be respected and valued
  • Supervisors need to be trained on how to lead people
  • Employees at all levels should be able to find work-life balance
  • It starts at the top

Respect & Value

Showing your staff that you respect them and value them is a baseline for retaining them. Different positions in a company will be paid different amounts based on the level of responsibility, expectations, and the experience and expertise needed. That doesn’t necessarily make the people at the top of the organizational chart more important than those further down. In fact, businesses who lift up their front line staff for the valuable work they do interacting with customers, experience better retention. “Lifting up” means paying a respectable wage, valuing ideas and input, treating them with dignity, and actively seeking ways to make their jobs better. 

Train Your Supervisors

Some people are naturally gifted at leading others, but even those folks need guidance. Supervisors need to know company expectations regarding how to treat staff, boundaries, communication, and more. I believe the middle manager is often the most important role in a business. They are often young leaders rising through the ranks, and they usually supervise front-line staff who are representing your company to the customer and the world. Great supervisors will grow their staff and develop dynamic teams. 

Work-Life Balance

As presented in the report mentioned above, burnout can play a key role in employee attrition. Burnout is usually the result of a person feeling like they have more to do than they could ever get to, even if they worked 24/7. It is often exasperated by a lack of support. A Work-Life Balance culture is one that ensures:

      • Jobs are “right-sized” – roles are evaluated regularly to ensure the expectations are reasonable for one person to manage effectively. 
      • Staff are in the “right seats” – people are well matched with jobs that utilize their skills and knowledge. 
      • Balance is encouraged – employees know their health, well-being, family, and social life is important to the organization. 
      • Employee health is a discussion topic – leadership is interested in how employees are doing, but individually and as a team.

Leadership Sets the Tone

Companies wanting to improve staff retention by improving culture need to start at the top. Words are hollow if the leadership of an organization doesn’t follow suit. Those at the top can do more to retain staff than any policy or statement they could make. They do this by talking to staff at all levels to learn, grow and improve the company. They do it by role modeling, taking time for themselves and their families. And they do it by investing in their staff on a regular and ongoing basis. 

A while back I wrote about Self-Care for Leaders. This is a good place to start. However, if staff attrition and manager burnout is a chronic problem, it’s time for an intervention. Taking a good look at culture and supervisor training will not provide the quick fix some may need. But it will help create a long-term strategy for the kind of environment where everyone wants to work. 

Need help with creating an environment where everyone wants to work? Email me at kim@athena-coco.com to schedule a free 30-minute discovery call to look at how improving your culture and training your supervisors can help your business grow and thrive!

Kim Stewart

Kim is a mom, wife, lover of being active and the outdoors,
and helper of small businesses and nonprofits.
kim@athena-coco.com

The “I’m So Busy” Competition

What is the deal with this? People compete to be the most busy, the most rushed, and the most stressed. Like it’s an Olympic sport. 

I really love the meme that has been popping up lately that states: 

“We need to stop glamorizing overworking. Please. 

The absence of sleep, good diet, exercise, and time with friends and family is not something to be applauded. 

Too many people wear their burnout as a badge of honor. 

And it needs to change.”

What if, when standing around the water cooler, we bragged about how much sleep we got last night? Or how great we’re doing keeping our lives in balance? Wouldn’t that be a cool paradigm shift?  

To be clear, I’m not writing this from the perspective of someone who has never slipped into this mode. I’ve done it. Especially as a young professional trying to do everything. And as a working mom keeping many balls in the air. As I’ve gotten older and maybe a little wiser, I see how I contributed to the chaos in my life.

This article is not meant to shame anyone who is struggling to keep it all together. Rather, I’m going to share my observations on the topic as well as the importance of balance. A while back I wrote about Self Care, which relates closely to this topic. I also want to look at what we, as leaders, can do to help make this shift. 

So Much to Do, So Little Time

I recently came to the realization that I have more books that I want to read, than I will ever be able to get through in my lifetime. At first I was a little bummed when I recognized this. Then I mentioned this to a friend and he had a completely different reaction. He said: “Isn’t that awesome! There are so many great books in the world and so many options.” The difference a shift in perspective can make! 

While I would love to read all the books on my reading list (and all the books I have yet to discover), I don’t HAVE to get to them. I will read the ones I really want to get to. And I’ll read the ones I need for work or education. Some will just present themselves at the right time and I’ll get to them. 

The book thing got me thinking about all the things we fill our time with. If we were to work 24 hours a day, seven days a week, 52 weeks a year, there would still be projects to do or tasks to complete. Just like the book thing. We have a limited amount of time to give and we each have to decide for ourselves how much of it we are going to commit to the different areas of our life. Making this a thoughtful decision is key to balance and self care. 

How to Spend Your Time

First let’s focus on our work time. And the first step in this is deciding how much time you will work – full-time, part-time, project based, etc. If you’re self-employed, clearly define how much time you will commit to your business. 

Next I like to think of our work time divided into three categories: NEED TO, WANT TO, and SHOULD. 

  • NEED TO: There are the things we absolutely have to do. Likely these items are outlined on our job description or they are directives from our supervisor. If our job is important to us, then we have to do these things. 

Items on the NEED TO list can sometimes be subjective. For example, if an employee has a need for perfection, they may triple check their work. Another employee who has the ability to run through a project accurately on the first try might not have that need. 

  • WANT TO: These are projects that we believe will improve the company, culture, product or service. They are initiatives that we want to pursue, but are not required to work on. WANT TO projects provide fulfillment and engagement. Often these are the reasons we enjoy our jobs and make us care about the company. 

Depending on the amount of autonomy you have at work, this might be something you need to negotiate with your supervisor. Being clear about the things on your NEED TO list, and how your WANT TO items will benefit the company will help with your discussion. Also, if the WANT TO projects are the only thing keeping you at a company, they may truly be NEED TOs. 

  • SHOULD: Items on this list are things that are not required from you, and you probably don’t really want to do them either. It’s best to avoid SHOULDing on ourselves. The SHOULDs need to be evaluated to see what’s really going on there. You clearly feel an obligation to the task. Consider why that is and if it really belongs on the NEED TO list. 

An example is a project that you don’t want to do, but that would make you look really good to your boss. If you are actively working to advance at work, then you might want to shift it to your NEED TO list. On the other hand, if you are new to a position and it makes more sense for you to focus on your primary responsibilities, then this item probably needs to be removed altogether. 

Too often we approach everything that comes our way as a NEED TO. By thinking through how to categorize the many demands on our time, we can make decisions that will keep us from becoming overworked. 

Not Just a Work Problem

While at work, the NEED TOs take priority, in our personal life there should be a better balance between NEED TO and WANT TO. Being overworked or overextended is not just a work problem. Homes, family, friends, hobbies, volunteering, and more quickly fill up our non-work time. The problem is usually amplified for women who tend to carry the majority of home and child care duties. 

Categorizing tasks and activities can be applied to our personal time as well. This process can be a useful tool for families to use in order to distribute tasks or to decide what is really important. Having a clean kitchen might be a NEED TO for one person and a SHOULD for another. There might be items on your SHOULD list that really need to be outsourced because no one wants to do them, but eventually they NEED TO be done (hello housecleaning!) 

Evaluating the ways you spend your time can also reveal opportunities for positive change. If you aren’t getting enough sleep, scrolling social media for an hour before bed could be the culprit. When we think intentionally about how we spend our time, we will probably choose quality sleep over looking at cat memes. 

Leading Change

As a leader the categories still do not change. The biggest difference is that you are the one making decisions about what NEEDS TO be done for the company or organization. With this difference comes the power to drive change. As I see it, there are four key areas where today’s leaders can help reduce the glamorization of the overworked: 

  • Create jobs that are manageable – evaluate jobs regularly to ensure that they can be completed in the allotted time. Avoid filling every minute of a staff person’s time. Encourage creativity and staff taking initiative. This can lead to new solutions and  processes, and energize staff. 
  • Ensure NEEDS TO are really needs – your role is to divide the many tasks and projects that it takes to operate your business. As time goes on, priorities change. The leader’s job is to make sure that tasks remain relevant and true NEED TOs.
  • Set a good example – monitor your own use of time. Nothing encourages balance like the leader making it a priority. If you do need to put in extra hours, don’t make a show of it. The leader’s behavior will create the culture.  
  • Encourage balance – beyond demonstrating work-life balance, talk about it. Tell staff why it’s important. Help them figure out how to manage their role in a healthy way. If you observe a staff person engaging in the “I’m So Busy” competition, have a conversation with them. 

In today’s job market, leaders need to provide jobs that people want. This means work-life balance, opportunities for meaningful contributions, personal development, and a culture they will enjoy. Businesses that figure out how to do this will attract the best employees. 

Need help with creating a healthy culture? Email me at kim@athena-coco.com to schedule a free 30-minute discovery call to start creating a culture that celebrates work-life balance. 

Kim Stewart

Kim is a mom, wife, lover of being active and the outdoors,
and helper of small businesses and nonprofits.
kim@athena-coco.com

Starting a Workplace Wellness Program

National Employee Wellness Month

June is National Employee Wellness Month. Why should you care? Workplace Wellness improves on-the-job time utilization, decision making and productivity. It improves employee morale. Reduces turnover. Improves disease management and prevention, and creates a healthier workforce in general, both of which contribute to lower health care costs.

So, in other words – supporting the well-being of your employees is not just a nice thing to do. It’s great for business in so many ways! Imagine the difference in the service provided between a staff who feels good, versus one that is struggling with their health.

Usually employers think first or only of physical activity when they consider an employee wellness initiative. Sometimes they throw in nutrition too. I’ve seen Employee Wellness Day celebrated by having a walk and replacing the usual cookies in the break room with fruit cups. While these are nice gestures, they do nothing to support behavior change or impact the health of their employees. 

There are 8 dimensions that make up our well-being. They include:

  • Physical
  • Emotional
  • Financial
  • Social 
  • Occupational
  • Purpose
  • Intellectual
  • Environmental

This, combined with the fact that a one day event cannot effect change, is why I’m happy that National Employee Wellness has shifted from one day to a whole month. Companies who care about their employees take it to the next level by giving workplace wellness attention throughout the whole year. 

Creating a Workplace Wellness Program 

With eight dimensions to choose from, there are literally thousands of things you can do to support the well-being of your team members. Most people want to jump to the fun part – the programming. Providing meaningful programming that meets the needs of your staff is obviously super important. However, in order to be successful it’s smart to take these steps first:

  1. Make it a Priority. Before anything else happens, the leader or leaders need to decide that employee wellness is important. This isn’t just a matter of “getting buy-in”. It’s really caring about the well-being of your entire team. If it connects in some way to your company values, even better! Without this foundation, any program implemented will become a flavor-of-the-month and will go away as soon as the next trend pops up. 
  2. Establish a United Front. If one or two leaders are the passion behind this initiative, then the next step is to get the entire leadership team on board. There are tons of statistics out there on why employee wellness makes great business sense. In addition, done well, this is one of the best ways to show your employees that you genuinely care about them as human beings. So whether you appeal to their business sense or their compassion, make the case and move forward as a united front. 
  3. Talk Before Action. Once you’ve made the decision to create a workplace wellness initiative, start talking about it with your teams. Don’t come out of the gate with a big launch before you have engaged your people. Talk about your ideas and gather input. Consider forming an input team to learn about the challenges staff are facing and the kinds of programs they would like to see. This can be a great way to engage employees who are looking for a challenge and want to be more involved. 
  4. Try different stuff. See what works. Doing some pilots to find out what kind of a response you would get might make sense for your company. Experiment with different formats, times, delivery methods, and levels of engagement. Continue to gather input to determine where to start with programming. 

After you have built a solid foundation, you can begin thinking about the fun stuff – programming and launch events. As stated above, there are thousands of things you can do to promote wellness at work. A simple google search will give you more ideas than you know what to do with. Below I have listed some of the categories that programming can fall into. You may want to go down one path to start out with, or choose to implement ideas from several categories. 

Programming Categories:

  • Policies and Practices – As you get started, a review of your policies is a good place to begin. You may find that you have policies in place that make unhealthy choices the easy option. Some simple changes can have a big impact. Think about some of your commonly accepted practices. Are there opportunities to shake things up? Consider changing short meetings to “walk & talk” meetings. Or changing doughnut Friday to a once a month event rather than a weekly one.
  • Awareness/Education – This can be anything from posters showing the benefits of taking the stairs to classes on financial management. Most doctors, chiropractors, eye doctors, and other clinicians love to educate. If you give them a platform, they will come out and speak. Often they will provide snacks, lunch or prizes. 
  • Classes – These can be on-going or single events. Draw from the talents and passions of your people. Have someone who teaches yoga? See if he would do 20-minute mini-classes for the staff. Know of someone who loves vision boards? Find out if she wants to lead a session for employees. 
  • Challenges – Everyone loves a challenge. These are usually on the honor system, but you can get as complex as you would like. Challenges can be around whatever you (and your employees) see as important. Tracking steps, glasses of water, gratitude, saving, and book reading are just a few ideas. 
  • Incentives – Providing a prize can be a good way to build excitement. Drawings for wearable trackers or gym membership can tie back to your overall program goals. Cash incentives are obviously very motivating, as are reductions in health insurance premiums for those meeting certain goals. 

Last, but not least, you may want to plan a launch. One day events can be good for kicking off an initiative, making your commitment clear, and rallying support and excitement. You just need to be sure that the event is not your whole program.

Again, there are tons of ideas on how best to launch your initiative. The best option for your company is one that will be relevant to your people and get them excited about the investment you are committing to. Ensure that the focus is on helping people make positive and healthy changes that will produce long lasting results. 

Don’t despair if you didn’t start an employee wellness initiative at the beginning of June! Your staff won’t care that you missed the first week or two (or the whole month all together). What they will care about is your commitment to supporting them on their healthy living journey. 

Need help putting the pieces in place to support the well-being of your staff. Email me at kim@athena-coco.com to schedule a free 30-minute discovery call to discuss how I can help you create a culture that will grow your business and increase your impact! 

Workplace Wellness

Kim is a mom, wife, lover of being active and the outdoors,
and helper of nonprofits and small businesses.
kim@athena-coco.com 

Developing Great Supervisors

Boss vs. Leader

Last week’s article was focused on the basic skills that quality supervisors need. I shared three foundational attributes that any supervisor needs in order to get started with the business of leading staff. Those were: 

  1. Provide training on the what, how, and why of their role
  2. Listening – really listening to staff
  3. Treat employees like human beings

None of those sound too radical, right? And they aren’t. These seem like common sense for anyone who supervises people. However, failing to equip staff with these basic tools can mean the difference between an enjoyable work environment and a toxic one. 

The thing is, while these are basic, common sense skills; there’s a lot going on that can make them difficult to deliver. New supervisors come into the game with a lot of preconceived notions. Their approach may be based on their previous experiences with leaders, or their ideas of what a boss is supposed to do. Often feel the need to “prove” themselves, and come on too strong. Some feel the need to “show them who’s boss”. Or maybe they subscribe to the sink-or-swim mentality. 

The root of challenges for new supervisors comes from one of two things. Either they lack the confidence to lead people as human beings. Or they don’t understand the company culture and how they are expected to interact with people. Fortunately, both of these are easy to rectify! By communicating your vision and culture, new supervisors will understand how to align their actions with the organizational expectations. And by training them on the skills listed above, new supervisors will be off to a solid start on becoming a team leader. 

Next Level Supervisors

So those are the basics every supervisor needs to be “good”. What about when you want to take your leaders to their next level and create truly great supervisors? I think this quote from Deryl McKissack really defines what it takes to be a great supervisor:

“Great leadership is humble.
Being humble does not mean you are weak.
It means you are so confident that you don’t mind hearing the truth about yourself,
so that you can change.”

Being a great supervisor is as much about being confident in yourself as it is about how you lead your staff. Great supervisors have the confidence to give their staff autonomy, to shine a spotlight on their staff, and to help their team members to advance. Additionally, they take the time to understand what each of their direct reports needs to feel supported and be successful. Let’s dig in. 

  • Give Staff Autonomy

No one likes to be micromanaged. Why? Because it makes them feel like they are not trusted. Part one of giving staff autonomy means building a trusting relationship with them. Supervisors need to genuinely trust their staff to do the job the way they have been trained to do it. This comes from investing time in getting to know them as a person (as stated above). The second piece of this involves just getting out of their way and letting them succeed. 

Giving autonomy does not mean leaving them on their own and never checking back. It means checking frequently when a staff member is learning something new, and giving them more space as they show their competency. Of course, a third piece of building trust as a supervisor is being available to support them if problems arise. 

  • Shine a Spotlight on Staff

This does not mean making a big deal out of everything an employee does. Or generically thanking everyone for all that they do. That will come across as fake, and frankly, insulting to the team members. Shining a spotlight is about giving credit where credit is due. Genuinely. Great supervisors notice contributions that help advance the organization and efforts that are above and beyond. This is especially true when the staff person makes the supervisor look good. It’s crucial to let others know who is helping the team advance. 

Sharing the spotlight (or not) has a lot to do with the supervisor’s level of confidence. The leader sometimes believes that when others look good, it must mean they look bad. When a new supervisor falls into this category, it’s key to work with them so they understand the culture and to foster their confidence in their skills. 

  • Help Team Members Advance

I have heard supervisors say that they don’t want to share how great an employee is because they don’t want to lose them. The truth is, with an attitude like that, they will lose them sooner or later anyway. If a supervisor isn’t actively helping their staff advance (if the staff has that goal), the organization will eventually lose out as the employee looks for a company that values them and wants to help them succeed. Not to mention the fact that it makes the supervisor look great when they are consistently producing high performing associates. 

  • DON’T Treat Everyone the Same

This one might seem counter-intuitive, or contradictory to what you’ve been taught. To be clear, I’m not suggesting supervisors should treat some staff well and others poorly, or play favorites. I’m saying that the leadership a supervisor gives a staff person should be based on the person’s needs. 

Some staff need a lot of praise. Others need to vent once in a while. Still others like to be pointed in the right direction and set free. Successful leaders pay attention to these needs of their team members and adjust their interactions accordingly. A supervisor with three direct reports may have three different structures for leading each of them. For example:

    • Staff 1 might need a lot of positive reinforcement in order to feel successful. With this person the supervisor may meet with them on a weekly basis so they can share what they are working on and give them the validation they need. 
    • Staff 2 on the other hand may be a self-starter with lots of drive. In this case the leader may have monthly meetings to make sure they are on track, then they might stop by the staff’s workstation on a more informal basis, to ensure they are moving in the right direction. 
    • Lastly, Staff 3 could be an introvert who just wants to do their job and doesn’t want a lot of attention focused on them. For this staff the best solution might be taking a short walk together every other week. This way the staff feels supported and has adequate time with the supervisor to check-in and ask questions. At the same time, this keeps it informal and from being all about the staff. 

This one ties closely to the point from last week’s article about treating staff as human beings. Unless a leader gets to know their staff and their needs, it’s going to be difficult to personalize the leadership each person needs. But by doing so, it will save time and support each individual in the manner that serves them best. 

To be clear, I’m not suggesting that everyone is cut out to be a supervisor. Some people never master the skills, or they find that they just don’t like it. And that’s fine. By working with them and providing them with the right skills, you will discover who is going to excel and who needs to find a different fit. It can be frustrating to invest time in someone only to find out they are not going to succeed as a supervisor. However, it’s so much better to work with them and help them find their natural fit, than to lose a potential leader because you didn’t give them the necessary tools to succeed.

Need help cultivating good supervisors in your business or organization? Email me at kim@athena-coco.com to schedule a free 30-minute consultation to discuss getting started. Calm the Chaos with quality supervisors, so you can find time to focus on what’s important to YOU! 

Kim is a mom, wife, lover of being active and the outdoors,
and helper of small businesses and nonprofits.
kim@athena-coco.com 

 

Solve Problems, Don’t Just Talk About Them

Raise your hand if you find yourself talking about the same problems over and over, but never coming to solutions. Whoa, that’s a lot of hands! This is a very common challenge for business leaders, but it doesn’t have to be this way. Let me share a fairly simple process for solving problems, so you can move on and focus on what’s important to you.

Make Time to Focus

The first step is creating a system for addressing issues. I recommend spending the majority (about ⅔) of your weekly leadership team meeting focused on solving problems. After all, as the leadership team, isn’t this the most valuable way you can spend your time together? By solving problems so the business can operate more smoothly or you can remove barriers to efficiency, productivity, and work satisfaction. Plan your regular meetings so that everything else gets addressed efficiently and you can get to the work of solving problems.

List Them Out

Create a list of all the issues that need to be addressed. This list can be collected throughout the week and added to at the weekly team meeting. It may be a long list at first, but don’t let that scare you. Include everything, so that you don’t lose a key issue. If possible, it’s good to have all of the issues listed out on a flip chart or dry erase board so everyone can see them all. If that’s not an option, a printed list for each team member will work.

Prioritize

Looking at your list of issues, determine – as a group – which three are the most important ones and should be addressed first. Rank them 1, 2, and 3 in order of priority. Do not spend a lot of time on this task, keep it to about a minute. Team meetings that are 90-minutes long will give you 60-minutes to work on your issues. Starting with three will give you about 20-minutes per topic. If you are able to solve these first three issues in your allotted time, determine which one should be addressed next and start on it. Proceed this way until your time has expired.

Process

Once you have the issues you will be addressing, there are three steps to efficiently solving them:

  1. Present & Analyze – The person who proposed the issue in the first place will present it.. They will concisely share what they see as the problem. Then the group analyzes and drills down to get to the root of the problem.

    • For example: the issue may be initially presented as something like: “Sales are down 25% on blue widgets.” While this is true, and certainly an issue, drilling down may reveal a different issue. Just looking at the issue as presented, it likely seems like a problem with the blue widget sales team. However, a drill-down may reveal that production is down, so the inventory of blue widgets might not be meeting demand. Or maybe there have been quality problems with the blue widgets, scaring away potential sales. Or maybe there’s an industry-wide backlash on blue widgets. Whatever it is, the group needs to agree to the real problem surrounding the issue. Again, this should be a fairly quick part of the process.

  2. Discuss – Once the real issue is decided on, the group has a discussion. Solutions are presented. Pros and cons are debated. The meeting moderator needs to make sure all voices are heard (not just the loudest ones). Each person states their case only once.

  3. Decide – When all the stars align beautifully, a solution presents itself during the discussion and everyone is happy. In the real world, that usually doesn’t happen. In the real world, someone usually has to make the decision. The decision maker is often the top leader on the team; however, sometimes it’s another leader who will ultimately have the responsibility of rolling out the decision. Whoever it is, the decision maker takes all of the input they have gathered during the discussion, they evaluate all sides of the issue, and they make a decision. Boom – problem solved.

Next Steps

Once the decision is made, you need to think through next steps.

  • Does the decision need to be communicated out to others in the company?

  • Are there action steps to roll out the decision?

  • Is there a plan that needs to be created?

  • Who will be accountable for the next steps?

As part of the problem solving, determine what comes next and the system for following up.

To-Do List

Another component of a great team meeting is a To-Do list. This is a good place to capture the action steps and ensure there is follow-through on the decisions made. Gather all of the action steps from all the decisions made. List them in the To-Do section for the following week’s agenda. At next week’s meeting you quickly go down the list reviewing each action item. If an item has been completed you cross it off. If it’s not completed you quickly determine if it is an issue or not. If it is an issue, guess where it goes? That’s right – you add it to the Issues List.

Initially you may have so many issues that it seems overwhelming to tackle them three at a time. As you’re getting started, you may want to set aside half a day to power through your list of issues. Stick to the process above and shoot for about 20-minutes per issue. Finally getting decisions made will feel great. It will help you move things forward. And solving problems will benefit everyone in the company.

This proven process will help you solve your issues quickly. Happy problem solving!

An outside facilitator can help your team learn this process and become a problem-solving machine! Email me at kim@athena-coco.com to schedule a free 30-minute consultation. Calm the Chaos and find time to focus on what’s important to YOU.

Self-Care – Yes, Business Leaders Need It!

leaders know quote

Happy Valentine’s Day! It’s probably not actually Valentine’s Day when you’re reading this, but that’s when I’m writing. And that’s also why I wanted to spend a little time talking about self-care (aka: self-love) for business leaders. You might be thinking: “I don’t have time for that!” If so, I’m hoping I can change your mind with this article.

I found two great definitions of Self-Care, and this seems like a great place to start.

Definition #1:

The practice of taking action to preserve or improve one’s own health.

This one is a pretty broad definition and can include things you’re (hopefully) going to do regularly, like sleeping and brushing your teeth. It also encompasses regular check-ups, exercise, wearing your seat belt, healthy eating, and much, much more. These are all important habits, and I hope you have established great routines for them. Plus flossing, also very important. However, while there’s some crossover, these aren’t the practices this article is about. Which brings us to the second definition.

Definition #2:

The practice of taking an active role in protecting one’s own well-being and happiness, in particular during periods of stress.

Now we’re talking! The key word here is stress. If there’s anyone who has their fair share of stress, it’s business-owners and business-leaders, amirite? You have an entire business or nonprofit relying on you to make the right decisions, create a great culture, deliver the best services or products, and support your staff. That’s a lot on your shoulders! And those are the reasons that self-care is so important for leaders.

In working with leaders for quite some time now, I know that there are many who hear the words self-care and think one of three things:

  1. It’s for the weak. Tough leaders don’t need that new-agey crap.

  2. I’m too important for that kind of indulgence.

  3. It would be great, but who has the time!

If you fell into one of these categories when you first started reading, consider this. You know when you fly (or used to fly, pre-pandemic) and the flight attendant tells you to put your own mask on first, before helping others? As I’m sure you know, the reason for this is because you cannot help anyone else if you’re incapacitated. The same thing goes for leading your business. You’re going to be no good to the company, clients/customers, or staff if you’re too stressed out or exhausted to lead effectively.

The arguments listed above are rooted in the assumptions that leaders shouldn’t be vulnerable, important people don’t need to manage their stress, and leaders can’t take time for themselves. The reality is that self-care is an investment in your personal productivity and effectiveness. It can improve decision making and mental clarity. It most definitely improves mood, which can benefit relationships both inside and outside your company. With self-care you’re able to focus better, have more energy, be more productive, and find more creative solutions. These are just a few of the many benefits that come from “taking an active role in protecting one’s own well-being and happiness, in particular during periods of stress”.

The self-care industry has boomed from $10 million in 2014 to over $450 million in 2020. There are millions of products and services out there and everyone thinks their solution is the best. All of that can make self-care seem confusing and overwhelming. I am not here to promote any product or service. In fact, I believe the best options are free and simple. I also believe that self-care is as individual as fingerprints. You need to find what is right for you. My recommendation is to start out with things that are free or super low cost, then add or change as you find what works best for you.

Start Here

As a business leader, you certainly don’t want to add something to your day that is going to make life more stressful. While a day at the spa would be fabulous, it’s probably not realistic (at least not on a regular basis). So here are some ideas of things to start with, that won’t break the time-bank.

Breath Exercises

You’re going to breathe anyway, right? Take one-minute, two or three times a day to focus on breathing. There are several different techniques you can use. If this is something that appeals to you, a quick google search will give you lots of options. Here’s one you can try right now:

  • Sit in a relaxed position and close or downcast your eyes.

  • Take a deep (belly) breath in for a count of four.

  • Hold for a count of four.

  • Let out for a count of four.

  • Hold for a count of four.

  • Repeat for four breath cycles.

Breath is life. Focusing on your breath can lower your pulse, lower your stress, help you relax, and refocus your attention.

Journal

Journaling can seem intimidating. What will you write? Why will it matter? What’s the point? If this is something you would like to try, but don’t know how, here’s an easy way to get started. Just finish these three statement every day:

  • I will let go of . . .

  • I am grateful for . . .

  • I will focus on . . .

This is a really great way to start the day. If possible, do it first thing in the morning. Consider making it the first thing you see when you open your computer.

Connect

Set a goal to have one 5-minute, non-work conversation with a different team member every day. Human interaction does wonders for reducing stress. Mercy Medical Center says that social interactions are good for brain health. It can improve mood, lower the risk for dementia, and promotes a sense of safety, belonging and security. And the really great thing is that by incorporating this practice, you’re not the only one to experience these benefits.

Get Out!

Go outside and mindfully take in what you see. Check out the breeze. Listen for sounds. Observe the colors and movements around you. Again, as little as 5-minutes can reap so many benefits. Exposure to nature is known to reduce anger, fear, and stress; as well as reducing blood pressure, heart rate, and muscle tension. This is so easy to incorporate into your day. Park at the far end of your parking lot and spend the walk being mindful of your surroundings. Walk for lunch or just take a walk around the building. This has the added benefit of physical activity, a little vitamin D, and setting a great example for your team!

Mindfulness

This goes right along with the previous practice, but can be done while doing literally anything. Practicing mindfulness for as little as two-minutes a day has been proven to reduce stress, anxiety, and mental reactivity. This can be done while you brush your teeth (one of the self-care activities from the top of the article). While brushing, think about the tiny circles you make with the brush. Think about how the floor feels under your feet. Think about your posture. Think about how you’re feeling. Notice everything about the process. Then guess what? When you’re done you have at least one-minute of mindfulness practice under your belt for the day! Spend a full minute focusing on what you’re eating at lunch. Examine the taste, texture, temperature, and how the food is making you feel. Chew twice as long as you normally would. Think about that process. And when you’re done – Boom! You’ve got your two-minutes of mindfulness in for the day!

Those are just a few ideas to get you started, all of which require very little time and no cost. Here are some other suggestions if you want to dive a little deeper into practicing self-care:

  • Physical exercise – yoga, walking, biking, strength training. Whatever you pick, start small. Commit to less than you think you will do, like 5-minutes a day. When that is a regular part of your day, consider expanding.

  • Healthy eating – you are what you eat, so consider what you put in your body. Shoot to make one small change. Be it smaller portions, mindful eating, reducing processed foods, healthy snacks, etc. Change one small thing, and see how it goes for you.

  • Routines – creating a routine or ritual is great for stress reduction. Wake-up routines, bedtime routines, get-to-work routines, end-your-day routines – routines reduce stress and can provide you with more time.

  • Quality sleep – everyone knows the benefits of a good night sleep. Coincidentally, the biggest deterrent to quality sleep is stress. As adults, stress can really wreak havoc on our sleep. Many of the self-care options in this article can help you improve sleep.

Still, there are many more ways to manage stress and take care of yourself. These are some good ones to start with, but you can also do your own research. Try different things. There is no right or wrong (despite what “experts” might say) that works for everyone. Find what works for you, then tweak it as you go along. And every once in a while, feel free to treat yourself to a spa day.

Need help managing stress? Email me at kim@athena-coco.com to schedule a free 30-minute consultation to see how we can help you Calm the Chaos and find time to focus on what’s important to YOU.