10 Ways to Live a Balanced Life

25 Jan
[Image] 10 Ways To Live A Balanced Life
Do you feel stretched like a rubber band, ready to snap? Has your to-do list stretched so long it’s wrapped around you like a python? Juggling a personal and professional life can seem like a never-ending high-wire act for all of us. We all long for a balanced life, but find it hard to achieve.We give up golf because there just isn’t time. We spend our vacations thinking about what awaits us when we get back to work. We feel obligated to give up a special date night to work late at the office.

But a balanced life doesn’t have to be illusive.

    Here are 10 ways you can foster it:

  1. Define your values. These are your core beliefs. Everyone places higher value on some things than others. Values may include things like family relationships, spirituality, professional achievement or financial security.
  2. Determine your priorities. In the big picture of your life, what things are more important than others,and what things can you live without? For example, are you in a stage of life where climbing the professional ladder is your top priority? Or maybe you want to nurture your marriage more than your career.
  3. Make choices based on your priorities. When faced with a choice of how to spend your time or money, don’t get sidetracked by competing demands. Which choice is higher on your priority list? Which option isn’t a priority at all?
  4. Set and keep boundaries. Other people’s priorities don’t have to be yours. Stay true to yourself and learn to say “No.” Don’t let others pressure you to neglect your own needs to meet theirs.
  5. Enjoy each moment guilt-free. When you are at work, be 100 percent on task. And when you’re home, don’t think about work. Don’t just DO things with family and friends; give yourself permission to enjoy them.
  6. Listen to cues from your body. Be in tune with your most basic physical and emotional needs. It may help to remember the acronym HALT. The letters H-A-L-T stand for Hungry, Angry, Lonely and Tired. If you find yourself experiencing any of these things, it’s time to halt and take care of that need. Eat properly, get adequate sleep, have social interaction and let go of negative emotions.
  7. Listen to cues from your family. Is your spouse constantly asking you when you’ll be home? Are your kids tugging at your sleeve to play catch or go to the movies? These are road signs to help you to stay on course.
  8. Make time for yourself. What relaxes you? Do you play golf, hunt or fish? Maybe you enjoy a cappuccino and a good book. Creative outlets are also a good way to decompress too. Pursue ways to release your inner artist, singer or writer. It doesn’t matter if you are good at it. What matters is that you enjoy it.
  9. Give your calendar wiggle-room. A balanced life doesn’t mean packing your calendar tight with commitments, even if all of them meet your priorities. No one can maintain an intense pace for long. You need time to transition mentally from one priority to the next. Give yourself room to do that.
  10. Make adjustments. Things come up that require flexibility. You may have to reschedule a lunch date to meet with a client. You may have unexpected company or a family crisis that requires you to put off your plans. By all means be flexible, just don’t get too far off track.

You can live a balanced life. Follow these 10 SmartTips and you’ll soon be enjoying your job and your personal life to the fullest.

This article is from Soundview SmartTips™

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Franklin Covey Co. Announces the Passing of Dr. Stephen R. Covey

18 Jul
SALT LAKE CITY–(BUSINESS WIRE)–Jul. 16, 2012– Franklin Covey Co. (NYSE:FC) today announced that Dr. Stephen R. Covey, co-founder and a former vice-chairman and director of FranklinCovey, passed away peacefully this morning due to the residual effects of a bicycle accident he suffered this past April. He was in his 80th year. In his final hours, he was surrounded by his loving wife and each of his children and their spouses.

Dr. Covey made a decision early in his life that his greatest contribution and life’s work would be as a teacher. Beginning with his role as a university professor at Brigham Young University and then as an internationally-renowned author, speaker, and consultant, he has impacted the lives of countless millions worldwide. From grade school and university students, to Fortune 100 CEOs and numerous heads of state, he made teaching principle-centered leadership his life’s work.

In 1996, Dr. Covey was recognized as one of Time magazine’s 25 Most Influential Americans. He is the author of a number of acclaimed books, including the international bestseller The 7 Habits of Highly Effective People, which has sold more than 20 million copies in 40 languages throughout the world. Other bestsellers include First Things FirstPrinciple-Centered LeadershipThe 7 Habits of Highly Effective Families,and The 8th Habit. His most recent books include The 3rd AlternativeThe Leader in Me, and Everyday Greatness.

In 2002, Forbes named The 7 Habits of Highly Effective People one of the 10 most influential management books ever written. Chief Executivemagazine recognized The 7 Habits of Highly Effective People as one of the two most influential books of the 20th century. Dr. Covey received the Fatherhood Award from the National Fatherhood Initiative, was named Speaker of the Year, received the Sikh’s International Man of Peace Award, and The National Entrepreneur of the Year Lifetime Award for Entrepreneurial Leadership.

In 1984, Dr. Covey made the decision to leave full-time teaching as a university professor to establish a business organization, Covey Leadership Center, that could take principle-centered leadership throughout the world. From the inception of that business, Dr. Covey’s focus was always on writing and teaching, leaving the leadership and management of the business to others. In 1997, Covey Leadership Center merged with FranklinQuest, to form Franklin Covey Co. (NYSE:FC), a global performance improvement company that now operates in over 125 countries throughout the world. From the time of the merger to his retirement from the board last year, Dr. Covey devoted essentially all of his time and effort to writing and teaching.

To Stephen, more important than his professional work was his work with his family. Stephen was a devoted husband, father and grandfather and spent a considerable amount of time with his immediate and extended family, getting together for vacations, games, celebrations, birthdays, and events of all kinds, and having one-on-one time with each of his children and grandchildren, which he loved doing. Stephen truly believed that the greatest work we do is within the four walls of our own homes and was a model of a loving and committed husband and father to the end.

Bob Whitman, chairman and CEO of FranklinCovey, said, “We lost a dear friend today. Stephen was one of the world’s great human beings. His impact is incalculable and his influence will continue to inspire generations to come. We extend our deepest condolences to Dr. Covey’s family, his wife Sandra, their nine children and spouses, grandchildren, and great-grandchildren. Stephen frequently referred to them as his greatest joy, inspiration, and most significant contribution and legacy to the world.”

About Franklin Covey

Franklin Covey Co. (NYSE: FC) is a global company specializing in performance improvement. We help organizations achieve results that require a change in human behavior. Our expertise is in seven areas: leadership, execution, productivity, trust, sales performance, customer loyalty and education. Franklin Covey clients have included 90 percent of the Fortune 100, more than 75 percent of the Fortune 500, thousands of small- and mid-sized businesses, as well as numerous government entities and educational institutions. Franklin Covey has more than 40 direct and licensee offices providing professional services in over 140 countries. For more information, visit www.franklincovey.com.

Source: Franklin Covey Co.

Franklin Covey Co.
Debra Lund, 801-244-4474
Debra.Lund@FranklinCovey.com

Micromanagers: The Anti-Leaders in Your Organization

26 Jun
The Micromanager: a humorous video on how a boss can literally strangle his employees with his micromanaging.

The Micromanager: a humorous video on how a boss can literally strangle his employees with his micromanaging.

(The video above by Picnicface is a humorous take on how a boss can literally strangle an employee with his micromanaging tendencies.)

Let’s face it: Almost all of us have had to work with a micromanaging boss at one time or another in our careers. (If you haven’t, it’s either your diploma’s still brand new or you’re one extremely lucky person.) Usually working with one involves a lot of reports of what you’ve been doing, what you’re currently doing, and what you plan to do. They’re big fans of the saying, “If I want something done right, I’ll do it myself.” Or if they have to delegate, they’ll at least be there every step of the way.

We’ve all found ourselves commiserating with our friends over drinks or with our spouses when we get home. “I feel like he’s strangling me,” you complain. “I can’t even go to the restroom without having to clear it with him first.” And so on. But fast forward and one day as you’re handling your own team, you step back and realize that you’re doing the exact same thing.

Yes, there are times when micromanaging has saved the day — there’s that project that went off without a hitch because the boss scrutinized every single detail your team worked on and found a small flaw that had the potential to cost the company millions. But like Christina Bielaszka-DuVernay said in her Harvard Business Review article Micromanaging at Your Peril, if a leader doesn’t learn to work with his team(s) in their best capabilities it leads to one major, costly issue: Disengagement. A disengaged employee is basically like having an infectious disease in the room — the apathy he feels affects not only his work (or lack of it) but also the work of his colleagues’. Others begin to feel the same apathy he does as they interpret their manager’s micromanaging as an implication of low trust and lack of faith in their team’s abilities.

DuVernay expounds on the cost:

“According to the book 12: The Elements of Great Managing (Gallup Press, 2006), absenteeism caused by disengagement costs a typical 10,000-person company $600,000 a year in salary for days where no work was performed, and that “disengagement-driven turnover costs most sizable businesses millions every year.” By contrast, engaged employees are more likely to show up to work, to stay with a firm longer, and to be more productive while they’re on the job. Gallup research cited in the book finds that highly engaged teams average 18% higher productivity and 12% greater profitability than the least engaged teams.”

Find out how leaders can unleash the potential in their employees and turn their strengths into your organization’s strengths in this Harvard Business Review article, Micromanaging at Your Peril.

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Unleashing Talent workshop

Unleashing Talent with Michael Simpson Are the leaders in your organization tapping into their employees’ highest potential? If employees are to make their highest and best contribution, they need leaders who understand what motivates them, what matters most to them, and what their strongest abilities are.

Learn how in a session with FranklinCovey Corporate Leadership expert Michael Simpson on August 7, 2012 at the Mandarin Oriental Hotel Ballroom.

Learn More | Register Now | Download the Flyer and Registration Form

For inquiries about Unleashing Talent, contact your client partner at+6328172726visit the website, or e-mail us.

How Trust Saved the Day at Frito Lay

20 Feb

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Video case study on FranklinCovey’s Speed of Trust with Frito Lay

“It normally takes us 16 weeks to do market place pricing. Because we had Speed of Trust training and because we had the ability to trust each other to make decisions, we did it in 5 weeks. And in 5 weeks, from the time we knew we had to make the decision, we had implemented it into the market place. Unheard of in our business. We had never done it faster than 16 weeks.

Speed of Trust will survive here in Frito Lay, because we learned through the crisis that we can operate the business more effectively and efficiently with Speed of Trust so we will rely on it more in the future.”

– Frito Lay’s Executive Vice President, CFO, Dave Rader on Speed of Trust

Here’s a video case study of FranklinCovey’s Speed of Trust work with Frito Lay, a business unit of PepsiCo that accounts for nearly 30% of the organization’s $43 billion in sales. It also highlights the results that have been achieved, and from Al Carey’s perspective, “the biggest single contributor to our great year has been the Speed of Trust.”

Frito Lay achievements with the help of Speed of Trust:

  • Attained the best profit growth number in 10 years
  • Achieved the fastest sales growth of any food company in America
  • Met the targets of 6 core brands for the first time in 12 years
  • Received the “Vendor of the Year” award by 3 major clients

You can watch the short version of this video case study. (Here’s a long version of the video, too.)

Are YOU hitting your TARGET?

20 Feb

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An anecdote from Jim Huling, FranklinCovey Senior Consultant for Execution:

“I’m not sure why my company hired you. I’m really good at setting goals and I really don’t think I need any help.”

Continue reading