Today’s workforce is more diverse than ever. An aspect of this diversity, among many others, is the age of workers. More generations interact in the same work environment. Workers live longer and are generally in better health. Some have financial preoccupations that keep them in the working world longer.Reality has changed. It’s not about knowing how to work with our peers anymore, but to be able to work with people who are different than us. It’s not realistic to want to work in a homogenous work environment. We must be able to thrive in a heterogeneous environment as well.

What defines a generation

To describe a generation is not an easy feat. Each individual has their own personality and, by trying to draw a portrait that englobes everybody, we risk obtaining something that does not resemble anyone. You must therefore collect information with diligence since you’ll always have to interact with individuals rather than generations.People within a generation are influenced by a great amount of the same trends and events; they have collective experiences gathered throughout their life and have similar ideals. They have been brought up differently, sometimes with values and visions opposite to those of previous generations, and these differences often influence the way they deal with work, relationships, and life in general.

"Each generation wants new symbols, new people, new names. They want to divorce themselves from their predecessors. "Jim Morrison

Each generation rebels itself at one point and always does it the same way… with vocabulary, music, clothing, and hairstyles. It’s the way it distinguishes itself from previous generations.Eventually, people abandon the more visible forms of their rebellion, in order to integrate society – but do not completely give up their value system, they keep certain values that they judge too important to be compromised.

These “values” are non-negotiable!Each generation possesses their own attitudes, behaviors, expectations, habits and motivation levers. If we do not recognize the existence of these generational differences, if they’re not discussed and if we do not adapt to this reality, it will result in negative tensions in the workplace.

We are all in part a product of our environment. We can easily understand that a person born in Japan or in India would have developed a vision of life and work much different to that of North Americans.

This reasoning also applies to generations. Indeed, the environment present in the 1950s and 1960s is much different than environment present in 1990 or 2000.As a consequence, individuals who have lived their youth during these different eras can only develop different points of view on the world surrounding them and on the place that work occupies in their life.Like all other aspects of diversity, each generation must respect others and appreciate differences (which means more than tolerate).

Each generation possesses values that the other generations can learn from and can take advantage of in order to maintain conviviality.

By learning to understand generations and to communicate with them, we can eliminate many misunderstandings and avoid confrontations that arise on the workplace.We do not always realize biases or prejudice we have towards our younger or older colleagues, and we don’t always recognize how our behavior affects other generations.

We can learn to accept differences and develop an appreciation for what every generation contributes to the organization.

Different generations work together and it often creates tensions. It becomes important to manage differences between groups in order to complete each other instead of creating conflict.

Many questions arise from intergenerational differences. In order to answer them and elaborate strategies that allow us to open a dialogue, to surpass the differences and to take advantage from them, we must first get their essence and understand them. An elaborate task that reveals itself to be worthwhile.  

Interpersonal conflict in the workplace often arises when one doesn’t feel valued, appreciated, or respected. If that’s your situation, it’s your responsibility to teach the other person to treat you better. But remember that assertiveness always has to be done respectfully!

While your technical skills may get your foot in the door, your people skills are what open most of the doors to come.
It's just not enough to be highly trained in technical skills, without developing the softer, interpersonal and relationship-building skills that help people to communicate and collaborate effectively.

Give importance to the « real » professional relationship. Pay attention to the individual (client, colleague, etc.) who’s in front of you, by concentrating on the exchange. Ignore your phone, your emails, or any other distraction. Show professionalism, and that you’re serious and involved in your conversations.

There will always be obstacles (Challenges, deadlines, limited resources, and people working against you), and there will always be opportunities (New people, situations and ideas just waiting…Occasions to share, give, contribute). The ones we rehearse and focus on are the ones that shape our attitude and our actions.

Focusing on our opportunities doesn't mean the problems don't exist, it means that we are far more likely to do something that matters.

Serving clientele implies accepting others as they are and not how you would like them to be.

- 11,680: The number of emails sent by the average worker in a year.
- 111 days: Average time spent yearly to manage email
- 2 minutes: Average time to find a document in our email folders
- 2 weeks of work per year would be saved if we could improve our efficient by 10%.

(Source: Harvard Business Review April-May 2014)

The least productive moment of the day: 2:55 pm! According to a British survey published in the Daily Mail, 2:55 pm is the most unproductive moment of the day at the office, as we observe a significant decrease in energy levels and a loss of concentration.

To close oneself in an office with earplugs allows to concentrate better, but does not allow to think better. A little bit of noise is even preferable.

Ravi Mehta, professor in commerce at the University of Illinois, has studied the impact of ambient noise on creativity, and our brain’s capacity to think more abstractly when confronted to sound disturbance. Conclusion : the most stimulating sound level is around 70 decibels, which is about the sound level you’ll find in a neighborhood café.

If you aren’t feeling creative, it could be a simple case of building your confidence. People who lack confidence also lack the skills to be creative and successful. They are too busy avoiding new situations and people to learn skills of engagement. Confident people seek self-awareness, so they know what they want and pursue it with persistence.

"He who makes the first offer has more chances to see the negotiation turn in his favor."  (Johns Hopkins University, USA)

Developing Empathy to Understand Others

We all know individuals who lack empathy. Be it for their insensitivity when they make requests, or because they don’t listen to others, or for their intolerance towards other people’s ideas, or because they are always ready to argue. They simply cannot create a pleasant environment at work. Do you have such customers or colleagues? Or, are you this way?  

People who lack empathy often find themselves at the center of conflicts, quarrels and incomprehension. This can be tiresome and stressful for all parties concerned, and can destroy relationships with clients, colleagues, superiors, and service providers.  

An excellent starting point to improve one’s relationships is to develop one’s ability to empathize with others. 

What is Empathy?

The root of the word comes from Ancient Greek « Pathos » which means “what we feel and how it affects us”. The suffix “pathy” is used to designate emotions and feelings and is preceded by a prefix which indicates the attitude which takes – or doesn’t – into consideration the emotions and feelings of others.

Therefore: 

• • A-pathy = Does not perceive the emotions and feelings of others
  • Anti-pathy = Minimizes / rejects emotions and feelings of others
  • Sym-pathy = Shares emotions and feelings of others
  • Em-pathy = Understands emotions and feelings of others

Empathy is the ability to see the world with the perspective of another person, to sync to their emotions and feelings, to be sensitive to what other people might think or feel towards situation. It’s knowing how to adequately perceive, without interpretation or judgment, what the other thinks or feels. 

Developing Empathy 

Empathy is a skill that can be taught and learned, and which is very useful in interactions with others. Here are a few tips to show empathy: 

Examine your attitude

Often empathy is necessary when we are less inclined to use it: when we are stressed, misunderstood, irritated or defensive. In these situations, are you more preoccupied with winning or being right? Or is your priority finding a solution, establishing relationships and accepting others? Seeking to understand sometimes implies the changing of a well-established paradigm. Generally, we first seek to be understood, we tend to argue our position, defend our behavior and attack the other’s. 

Put aside your point of view, and try to see things from another person’s 

If you can integrate another person’s point of view, accept it – which does not mean you share it – or understand from within what the other is thinking, you will realize that other people are not necessarily ill-intentioned, mean, hard-headed or unreasonable, and that they are simply reacting to the situation based on the references they have. 

Show some flexibility – be ready to accept a different perspective, to see the world with the eyes of another person, to understand their frame of reference. Without the right attitude and an open mind, you will not have enough room for empathy. 

Show your interest in understanding 

Show a sincere interest by actively listening to the whole message the other person tries to communicate.  

• Listen with your ears – notice keywords and expressions people use. 
• Listen with your eyes – what the other person is doing while talking, their expressions, their gestures, their posture.
• Listen with your heart – What emotions does the other person express? By their tone, their volume, their debit.
• Listen with your instinct – Do you feel that the person is not communicating something important?
• Ask questions – Support and encourage the other by showing them that they are worth taking the time to understand. 

Validate your understanding

Once you understand why the other believes what they believe, it is important to show your understanding and to recognize their point of view. It’s knowing how to objectively express to the other person a just understanding of what they said or they feel so that they feel understood. Remember that recognizing something does not mean to agree with it. You can accept that people have different opinions than your own, and that they can have good reasons to stick to them. To show that we understand, we can use techniques such as elucidation, paraphrasing, rewording, and self-revelation. 

Ask for help

In doubt, ask a person to explain their situation. It’s probably the most efficient, simple, and direct way to understand the other person. A simple “Help me understand why you see it this way / why you want this” is enough. Yet, it’s probably the least used method. We try guessing as if we were going to win points to have discovered it on our own. 

A Last Word

Developing empathy requires a continuous effort, as well as conviction that it will contribute to improving your relational skills. To be ready to see the world from various perspectives is an enviable skill, and you can use it at all times, in any situation. Practice these techniques when you interact with people and show interest towards what the others think, feel and live. 

When people feel understood, they are more incline to want to understand you – and that’s how you can introduce a cooperative and collaborative climate. 

Take advantage of inevitable waits to engage in creative reflection. This trick will help you be more innovative in your problem-solving, planning and your organization.

Studies showed that smiling makes people feel happier. Smile and you’ll make everyone’s day a little brighter, especially yours.

Start measuring your success in time management – not in your daily level of busyness but in identifying the important tasks which were accomplished and your personal satisfaction.

We tend to believe that achievements (diplomas, promotions, high income...) make us happy and successful, while failures, (not getting that job, losing your job) will keep us miserable forever. But you can be successful in your current job and miserable in your future job. Our mindset has the power to turn around even the worst circumstances. Fretting about what life should look like can make us unaware of what we already have. 

“We blink up to two-thirds less often per minute when looking at a screen, which can dry out our eyes, causing irritation. To help maintain a healthy level of moisture and reduce eyestrain, get in the habit of looking at something at least 20 feet away for at least 20 seconds every 20 minutes.” 

--Mark Rosenfield, PhD, professor of clinical education at the State University of New York College of Optometry

Many people look for a magic formula to achieving something worthwhile in their life, but there is no magic formula, there is no secret. To achieve your goals, determination and lots of hard, hard work are key factors. So roll up your sleeves and get to it!

Assertiveness is an important attitude to have in one’s professional life. An individual who is assertive remains calm and demonstrates positive body language - good visual contact, a relaxed posture, an air of interest, and good elocution (volume, delivery, tone, etc.) 

Assertiveness allows you to demonstrate to your interlocutor your assurance in your ability to deal with the problem while being respectful and establishing trust and credibility.

The term “presenteeism” has been used widely in management magazines recently. It describes a situation in which we show up to work in a state where we are not able to work (physically or psychologically). It is omitting to absent oneself, even if we have a good reason to do so. According to the experts, it’s a common phenomenon that is spreading on the workplace. 

Presenteeism is the result of the valorization of diligence at work aimed at reducing absenteeism, in comparison to which it is still excessive – proportionally and inversely opposed. It is the flipside of the coin.

Presenteeism in All its Forms

Martin Lauzier and Éric Gosselin, of the Université du Québec en Outaouais, LAUZIER M. et É. GOSSELIN. (L’ABC du présentéisme : le côté obscur de la présence au travail, Effectif, vol. 14, n° 3, 2011.) have identified different factors weighing in on the choice of coming to work at all costs. They include: 

The gravity of presenteeism can only be measured by its duration. Most of the time, presenteeism is short-term, often only a few days. There are reasons to worry when an ill employee comes to work for two weeks, a month, or more. Long term, omitting to take the time to care of ourselves worsens the problem. 

Beyond the Limit of Definition

The definition of presenteeism itself requires that there be “presence of a health problem” – psychological or physiological – entailing reporting to work even when ill. However, based on experience, there is an ever subtler form of presenteeism with an indicator one should give proper attention to, as it is precursory to presenteeism. I often observe it among participants in Time and Priority Management training sessions – an excessive presence at work! Often, they confuse efficiency and effectiveness. 

They say that: 

These people are not sick. However, pushed by a desire to prove themselves, to look good, or by a fear of losing their job, by devotion to their responsibilities, by a feeling of guilt, by loyalty to their organization or by a simple love for their work, they unconsciously favor quantity to quality. They adhere to a culture where the value of their work depends on the number of hours invested. But this omnipresence does not guarantee performance! 

The Ilich law states that beyond a certain threshold, human effectiveness decreases, or becomes negative. After 90 minutes of continuous concentration, we are no longer effective. Ideally, we should take a 15-minute break (relaxing, taking a walk, going out for fresh air, etc.) before going back to work. However, even after taking these breaks, we cannot work restlessly for 12 hours a day. For some, it’s their modus operandi, their way of doing things and not a temporary or unusual situation. 

A Last Word

The added value we offer as a worker does not reside in the number of hours we work, but in our ability to be proactive rather than reactive, to take initiative and decisions, to think outside the box and get out of our comfort zone, to be creative in our ability to solve problems. In short, it’s all about the quality of our work! 

When we persist being too present, we risk being less effective, less focused, more prone to make mistakes and finally demotivated and disengaged due to the fact we are exhausted. Professional overinvestment results in a general increase of the stress level and in a decrease of the productivity level. It increases risks of professional exhaustion. 

Presenteeism, in all its forms, greatly contributes to the deterioration of work performance and quality and causes ineffectiveness. Its secondary effects are preoccupying, as its collateral damage is silent and will guide us to the flipside of the coin – absenteeism! 

According to a study by the Observatoire de Responsabilité Sociétale des Entreprises in France (ORSE), 56% of employees spend over 2 hours a day managing their inbox and 75% admit to interrupting a task to look at incoming emails. If you are part of these statistics, it is time to assess your working method.

Choosing your words wisely can make all the difference in how people perceive you. Instead of sounding like a complainer and a whiner by saying "I have a problem", try "I have a concern" instead. You still have an issue but you’ll sound mature and more in control.

When negotiating (a sale, a raise, a promotion ...) learn to be comfortable with sitting in silence and taking your time to craft a thoughtful response instead of rambling on awkwardly.

A new year is beginning! What would you like to be this year? Yes, the question here is not what you would like to HAVE or DO, but what you want to BE! 

First, we must decide our intentions to BE (happy, serene, accomplished, efficient, free, blooming), to then identify how to get there, meaning to write your list of things to DO based on this state of BEING. 

A happy person does things he/she likes, from which he/she gets satisfaction. For example, reading, spending quality time with family, taking tango lessons, etc. An efficient person organizes, plans, prioritizes… Soon, we discover that what we DO evokes what we have always wanted to HAVE.

Share your intention on our Facebook page. “In 2014, I wish to be ___________.”