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Chapter 23 WELLNESS Sustain It

Kaye, Beverly Berrett-Koehler Publishers ePub

To be successful there meant giving up too much of my life outside work, and I was not willing to do that.


Does your organization insist on yearly physicals? Does it invest in gymnasiums, volleyball courts, or stress management workshops? If you’re laughing, keep reading. Companies that take wellness seriously find that the payoff is great, not only in retention, but also in energy for the job and in productivity. But this chapter is not about what the corporation can do. We are interested in how you, the manager, can enhance your team’s wellness.

“Did you have a nice night out?” I asked my new house mate, who had returned just before midnight.
   “Oh, no–I didn’t go out,” he replied. “I’ve been at work since 8 am.”
   “These sorts of hours are normal in the banking industry,” he explained. “Also, don’t worry about stocking up on food,” he said; “I have breakfast, lunch and dinner at work.”86

Today’s workplace is typically high-energy and highly productive. To play successfully within it, you and your employees must be well and fit,mentally, emotionally, and physically. In this competitive environment, wellness is a “must have” rather than a “nice to have.” Without it you simply will not win. By focusing on your employees’ wellness, you can increase the odds that they will stay and play effectively on your team.

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Medium 9781523095285

Two: Practicing Is the Path to Mastery

Slade, Samantha Berrett-Koehler Publishers ePub

But I don’t want to go into the water; I only want to learn how to swim.

Going horizontal is not about flipping a switch. It is a deeper, internal shift, with new behaviors and reflexes. This can take time to develop, and anyone can strengthen and grow their non-hierarchical mind-set at any time. What do I mean when I say horizontal ways are a “practice”? Practice means the learning requires constant repetition. It is doing the same thing over and over, adjusting and tweaking each time. It is a learning-in-action process.

Some people think they need to have the buy-in of their organizational decision makers to be able to start implementing non-hierarchical ways. Incorrect! Here are four reasons to start developing this horizontal mind-set through non-hierarchical practices now:

1. The whole idea of non-hierarchical ways is to own your personal leadership. Therefore, we cannot just wait for the hierarchy to usher it in. If horizontal ways are important to us, then it is time to pull up our sleeves and step into action. We cannot wait for the hierarchy to initiate a shift to non-hierarchy.

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Medium 9781567263664

Chapter 8: Spread the Word (Reporting)

Hillson, David Berrett-Koehler Publishers ePub

Risk management is about taking appropriate action in response to identified risks. Unfortunately, the earlier steps of the risk process do not guarantee that those who must take such action possess the necessary information to do so. It is therefore important to include a step for communicating the results of the risk process to the people who need to know. In ATOM this step is called Reporting.

Following the First Risk Assessment on a medium-size project, Reporting simply combines the outputs from the previous steps into a single risk report. Extracts from this report can be distributed to different stakeholders; for example, the executive summary to senior management or subsets of risks to individual risk owners. Additional reports may also be necessary, depending on the project reporting cycle or other organizational requirements.

The purpose of the Reporting step in ATOM is to:

•  Document and communicate key results and conclusions from the risk process

•  Inform project stakeholders of the current risk status of the project

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Medium 9781583762073

1. Decide Exactly what You Want

Tracy, Brian Berrett-Koehler Publishers ePub


The world has a habit of making room for the man whose words and actions show that he knows where he is going.


This is the “giant step” in personal success and achievement. Decide what you really want from your career. Take the time to analyze your personal talents and abilities. Look deep into yourself to determine what you really enjoy doing. Identify the tasks and activities that most interest you and hold your attention. Think back over your past jobs. What have been your most satisfying experiences and your most enjoyable moments?

You are nature’s greatest miracle. You are the end result of millions of years of evolution. There never has been, nor ever will be, anyone exactly like you. In your genetic code, you have been programmed with remarkable potential abilities that you can develop to perform certain tasks extraordinarily well.


You have been engineered for success from birth. You have within you deep reservoirs of talent and potential skill that you have not yet tapped into. You have the capacity to be, do, and have virtually anything that you put your mind to. But you must first accept the responsibility of deciding exactly what you really want and then dedicate yourself wholeheartedly to becoming everything you are capable of becoming.

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Medium 9781523096084

Appendix II: OMB Circular A-11, Part 6, July 2007

Arnold, William G. Berrett-Koehler Publishers ePub

*Office of Management and Budget, Circular A-11: Preparation, Submission, and Execution of the Budget, Part 6, “Preparation and Submission of Strategic Plans, Annual Performance Plans, and Annual Program Performance Reports,” July 2007. Online at http://www.whitehouse.gov/omb/circulars/a11/current_year/a_11_2007.pdf (accessed January 2008).

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