There are no quick fixes for work-related stress, but taking a day to recharge can be powerful for our mental well-being.
At Thrive, for example, we offer Thrive Time: a half or whole day off to recover from a spurt of intense work, which doesn’t count toward vacation, sick time, or other paid time off. Thrive Time is meant to recharge us, so we can return re-energized and feeling creative and productive again. Whether your company offers a similar policy or more general paid time off, if we’re not mindful, a day off can slip by, and instead of feeling refreshed when we return to work, we feel regret for how we spent our time away.
To make the most of a day off, consider these three tips:
When managers answer this question, they often describe how and how often they deliver feedback to their employees: timely, direct, actionable, contextual, continuous. As long as the feedback is delivered often enough and directly enough, we reason that it’s effective.
Unfortunately, this couldn’t be farther from the truth.
A recent Harvard Business Review article by Michael Schaerer and Roderick Swaab titled “ Are You Sugarcoating Your Feedback Without Realizing It?” provides a grave reality check. Their research shows that many managers deliver inflated feedback unintentionally, and often think they’ve been much more clear than they have been.
Indeed, in one study mentioned in the article conducted at a multinational nonprofit organization, Schaerer and Swaab observed that “the employees perceived feedback as being more positive than their managers thought they would.” When the feedback became more negative, the understanding gap widened.
Last week, a client asked me, “How can I delegate more effectively?” It made sense that she wanted to dig deeper into this. Delegation is a superpower for leaders — it’s one of the most powerful ways to scale yourself and your impact. I strongly believe: great leaders delegate better than average leaders.
Part of this is causality, though. If you don’t delegate, you’re probably going to burn yourself out as an average leader and never finish the journey to becoming a great leader.
In some ways, delegation was always one of my strengths. But it was also something I leaned into too much once in a while. I was quick to pass on responsibilities and give others opportunities, but it was sometimes a scattershot approach. And it didn’t always come with the clear guidelines and support that makes delegation effective.
So, where is the balance? How can we unlock this deep well of efficiency and effectiveness? Like most leadership topics, it begins with the leader.
1. Address Your Own Control Issues
In many companies December and January are the months in which employees have discussions with their line managers, to review their year’s performance and get their final score. This is already a very emotional and important moment, followed immediately by another one: setting the objectives for the year to come.
For some employees, to sit in front of a blank page and think about the future can be a daunting task. How can you formulate your objectives? Which ones will your colleagues have? Will you be able to make them specific and measurable enough?
Not very easy, is it? Trust me, I have been there, and I feel for you. It can be a very intimidating job, however there are a few things you can do improve the overall process.
Self-Help Book / Personal Development