BY MALISSA CLARK - 3 MINUTE READ
When I tell people that I study workaholism for a living, I’m usually bombarded by suggestions of subjects I could do a case study on. It seems that everyone can think of at least one person in their lives that they’d label a workaholic–or, perhaps, they identify as a workaholic themselves.
The definition of workaholism has expanded over the years to include motivational, cognitive, emotional, and behavioral components–but understanding why you’re overworking can help you unlock ways to deal with it.
A BRIEF TAXONOMY OF WORKAHOLISM
These are a few of the leading causes of overwork:
By Michael Gervais
People talk about “becoming” and “being” your best.
What is someone’s “best?” Seriously, what is your "best?" It's incredibly difficult to get your arms around it, partly because it's a moving target that is influenced by dynamically moving components: your current skill, your world-view and the environmental conditions.
By Mark Swartz
Did you recently get a promotion? Or maybe a raise, public praise from the boss…anything that puts you above your peers. If so, some colleagues who got less than you might be jealous.
Their behaviour toward you could change. Giving you the cold shoulder, or even turning antagonistic. Sarcastic remarks like “Must be nice” are said to your face.
Now you need to handle that envy while continuing to progress. There are active and passive ways to go about it without making matters worse.
By Samuel Edwards
When it comes to building a team that can work efficiently together, accomplish mutual goals, and still maintain a good morale while doing so, there's no more significant quality than trust. Trust allows you to delegate a task without worrying whether it will get done. It allows for faster, more open communication, and gives people a sense that they truly belong within your organization.
But trust doesn't come naturally or easily, and it's a leader's job to inspire and facilitate that trust in a team environment. How do the strongest leaders of the business world accomplish this?
By Steffan Surdek, Pyxis Cultures
I talk a lot with those around me about co-creative leadership and collaboration. My team and I collaborate a lot with our clients, but not as often as we do with each other.
More often than not, you have the choice whether or not to collaborate. When you keep collaboration optional, you're allowing a way out for yourself, and you're likely to find a reason not to do it. But even though collaboration can be uncomfortable at first, the more you practice, the better you get at it.
My team and I still struggle to agree on certain things when we work together on something, but it's part of the fun of collaboration. It goes to show that even the so-called "experts" sometimes run into difficulty too!
Here are five ways you can allow yourself to be a voice among many in the conversation.
1. Have a clear goal.
To begin collaborating on something, you need a shared understanding of what you are trying to do. Without a clear and common goal, it's difficult to do anything as a team. The goal can be as simple as a statement everyone agrees on. You may find it more useful to have a list of three or four bulleted objectives as well.
For the next few weeks, as practice, observe the meetings you take part in. What's the purpose of the meeting? What happens when the purpose is clear, and what happens when it's missing? How do people take part in it?
Self-Help Book / Personal Development