Dr. M. Charlotte Oliver

My Work. My Life. My Stories

The Unprecedented Resigns

 

A prediction by Anthony Klotz is now a reality for many work environments. In 2019, Klotz, a Mays Business School/Texas A&M professor, predicted the ‘Great Resignation”. To validate his prediction, in August 2021, the U.S. Labor Department produced findings that showed more than 4.3 million Americans just quit their jobs. Some reasons for this attrition could be “… there are thousands of individuals who are simply fed up. They are overworked, they feel underappreciated, because many workers are in high-wage industries and are working incredibly long hours, there is a significant number of people who are just quitting.” (Jay Zagorsky).

The above statement by Zagorsky is on point. Many workers today have begun to understand that ‘livelihood’ should be something different from what some milieus in the workforce have become. However, the boldness of those who seek out another way to be alive in spirit while remaining responsible financially is, yes, surprising. Yet, many still sit behind their cubicles, wondering what it would be like to seek out other avenues of employment.

In this era of fury quitting, some organizations at the brunt of this exodus continue to vent about the people who left them high and dry. Yet, these same organizations are unwilling to reevaluate what needs to change to retain staff members in the future. Today’s way we do work must be created and maintained differently. Some staff members remain grossly unsatisfied, and therefore, just walk away.

If employees desire to grow, develop effective mentorships and programs to assist in these processes. If staff members are concerned with work environments and culture, take the time to understand why and commit to making positive changes. Be humble! For office workers who must stay home to care for children or become the primary caregiver for a family member, propose flextime for these individuals. Some people work better at night, while others are more productive during the day. Take the time to record what works best for everyone faced with specific challenges—some simple suggestions to enhance the challenge of how to keep employees happy.  

In these times, leaders must become more trusting, compassionate, and empathetic to the daily conditions of their teams. Studies show that these characteristics can only exist with less advice and more specific questions. Because it is essential to understand what drives staff members and what destroys motivation.

Stanier (2016) suggested that staff members be consistently coached as a development process. His consistent coaching method is to ask seven specific questions. These essential questions are:

  1. What’s on your mind?
  2. And, what else?
  3. What’s the real challenge here for you?
  4. What do YOU want?
  5. How can I help?
  6. If you’re saying yes to this, what are you saying no to?
  7. What was most useful to you?

Here we see the most critical context in these questions is the need of the staff member, not the need or desire of the leader. The leader is open as she/he listens to responses and builds from the responses, while continuing to hold the employee’s answers in the utmost care.

Today more than ever, how employment is identified and produced is genuinely changing. Of course, daily lived experiences show this is true in every aspect of life. Therefore, to enhance how we work, leaders must be willing to scale up the experience of work itself. Not only could this be satisfying for employees, but this one step has proven to make life so much more pleasant for the employer.

The word livelihood derives from the Middle English -livelod, and the Old English word of līflād, meaning conduct of life. Lively + hood, our spirited cover (or hood, a place of dwelling in Ebonics) should be the end goal. It appears that in some work experiences, the modern incidents of work are far from livelihood’s original meaning. However, with commitment, strategic planning, and implementation, leaders willing to make a difference can return to this word’s authentic understanding. Industrial-Organizational (I-O) psychologists offer well-practiced and effective services to help you do work better. Learn how here.

Do Work well!

Dr. M. Charlotte Oliver

Sources:

Stanier, M. B. (2016). The coaching habit. Say less, ask more & change the way we lead forever. Box of Crayons Press

Stark, A. (2021). Anthony Klotz on the Great Resignation. Retrieved from https://www.siop.org/Research-Publications/Items-of-Interest/ArtMID/19366/ArticleID/5519/Anthony-Klotz-on-the-Great-Resignation

Zagorsky, J (2021). comments can be found in this article https://boston.cbslocal.com/2021/11/17/great-resignation-workers-quitting/

Breaking the Links of the Dark Triad When Apparent in Leadership

Often it is complicated to breakthrough leadership narcissism. Many studies have proposed that it is a struggle to adjust or implement any change management approaches when this behavior is present. In motion, signs of moral conflicts, antisocial behaviors, and even psychopathy are common. A research study conducted by Paulus and Williams (2002) discussed these concerns. Paulus and Williams (2002) wrote on Machiavellianism, narcissism, and psychopathy often called the Dark Triad of Personality. The study, completed almost 20 years ago, discussed this triad while providing helpful information on personalities still very apparent today in organizations and government leadership.

Machiavellianism is severe manipulation. Narcissism shows up in people who live in a world of grandeur, focusing primarily on what is in it for them. People who are known narcissists also commonly portray dominance, superiority, and entitlement characteristics. Psychopathy may sound a bit outlandish here, but it is common in everyday real-world examples. It shows in “high impulsivity and thrill-seeking along with low empathy and anxiety” (Paulus and Williams, 2002, p. 556). Though quite different from each other, from an I-O psychology footprint, commonalities are found in aloofness, self-promotion, deception, and aggressive behaviors transmitted toward others. Correlations of one personality trait and another can be present in family units that make up leaders of organizations and occasionally those in government, or even both at the same time.  

Leaders who portray these comportments are dangerous in their roles to uphold practical leadership responsibilities. It is highly inconceivable that any organization can gain knowledge, offer integrity, and grow organically with such leaders. It is likewise treachery to hear that some leaders are supported because of their policies. In contrast, staff and community members endure hardship from common leadership behaviors such as lack of empathy, entitlement, impulsivity, and dominance. In organizations or government constructs, policies are collaborative and not customarily created by one person. Therefore, sticking with a leader who fits into the Dark Triad based on policies, is preposterous.

A leader who concedes to the concept that a personality change is necessary should agree to be observed on significant personality structures that are currently causing struggles within her or his organization. A trained I-O psychologist measures personality traits by creating questionnaires, surveys, and commonly used measurement scales that are well recognized.

Paulus and Williams’ (2002) study showed that Machiavellians and narcissists might be a more social nuisance than intimidation. However, the date of this study may offer space to revisit these personality traits in the context of leadership today in the age of COVID-19. In addition, in their study, psychopathy was shown to be adaptive in that it can cause more damage based on the self-evaluation of people holding this personality trait and their lack of concern. Again, based on the time of Paulus and Williams’ study, revisiting this trait in the context of leadership may be warranted.

The most challenging area for a Human Resources (HR) department is the conceding of leaders who hold these personalities and therefore, obtaining the approval to conduct such studies within specific organizations and government agencies. Leaders may believe they are being set-up, even though behaviors may have been previously addressed as questionable. They may also be in complete denial based on ego and power. However, with the use of an I-O psychology consultant, determination can be made on clinical and subclinical differences pertaining to suspected behaviors. Nonetheless, with approval, positive changes can most likely come.

Source:

Paulus, D.L. & Williams, K.M. (2002). The Dark Triad of personality: Narcissism, Machiavellianism, and psychopathy. Journal of Research in Personality, 36(6). https://doi.org/10.1016/S0092-6566(02)00505-6

Some Observations of Leadership in the Age of COVID-19

In the last 19 months, leadership trends and concepts have been at the forefront of many organizational discussions. Relating to these discussions, mostly, many organizations are grappling with the challenge of staff shortages, employees who want to continue working remotely, and those who have decided to skip the 9-5 work responsibilities all together, to create their own businesses. Yes, the way we work has significantly changed.

Within this idea of such rapid change and organizational reaction, from an article written in 2017, there are evidence that the leadership trends discussed in this article are highly applicable today.

 Goldberg (2017) touched on three specific trends:

  1. The challenge for successful leadership continues to be in demand. This shows that leadership is developing into a progressively rare source, and companies must deal with constant tactical deficiency of this resource.
  2. More personnel are pursuing leadership advancement. But research shows that in some organizations, the commitment to training from leaders is scarce. This is based on the encroachment of low retention in these types of organizations. For this reason, some organizations do not think it necessary to create leadership training structures within their developmental themes based on the attritional characteristics of some employees.
  3. The calamity of employees whose only priority is to earn a paycheck. In these instances of detachment, employees show no concern for the issues of places they work. There exist no loyalty to the organizations themselves or no desire to create a career with such organizations.

In an Industrial-Organizational (I-O) psychology consultancy, these general organizational issues are common. As a remedy, an I-O psychology consultancy engagement may:

  1. Create strategies to develop leaders at every level and business unit.
  2. Understand and formulate structures on future leadership needs and development.
  3. Create specific surveys dedicated to all leaders to determine immediate and future needs. We then align these needs with intentional time-stamped planning and procedural initiatives.
  4. Observe the leadership styles of up-and-coming leaders. If practical, merge these styles within current leadership and future leadership concepts.
  5. Work with Human Resources (HR) to develop ongoing innovative and measurable leadership training and development. Monitor the ongoing processes.
  6. Allow opportunities for employees to lead for a day or longer.

These processes represent just a snip of the role of an I-O psychology consultant. The growing change in the needs of organizations on staff engagement, leadership, and organizational culture continue to challenge a significant number of companies, specifically in this time of COVID. Yet, it is still possible to achieve success; however, major attitudinal change is necessary in some cases. Accepting the posture that effective change processes are necessary to adapt to current needs is usually the first step toward effective organizational management. As workplaces continue to endure intense alterations, it would be imperative that leadership and staff engagement policies are tweaked or completely revamped to meet the desires of  consistently changing organizational landscapes and customers/clients alike.    

Dr. M. Charlotte Oliver

I-O and General Psychology Consultant and Researcher

Reference

Goldberg, J. (2017). Trends in leadership and leadership development. Graziadio Business Review, 20(1), 1–6.

Copyright © 2022 Dr. M. Charlotte Oliver | Powered by Dr. M. Charlotte Oliver

Meetings and Telework

Even though many people are vaccinated, there are several more who are not. For this reason, some offices are still not fully open, and many employees do not want to return to the status quo represented by office cubicles. Therefore, Zoom meetings continue. However, with the thought that some work environments and cultures may never be the same, it is imperative to continuously improve upon video communications and presentations. Let us face it, the extroverts long for these types of interactions, while those who are introverted could do without them. Nevertheless, to keep the bills paid, efforts should still be made to appear on video meetings well prepared and  smiling, while trying to get a point or two across.   

In meetings, typically, there are two kinds of leaders. The first kind often thinks through questions and the needs of staff members before presenting. The second kind is not usually methodical. She or he shares ideas and asks questions about specific tasks at the spur of the moment without giving staff members a chance to prepare. This second structure of meeting style usually has no agenda.  However, this is not to say that one cannot be ready for both forms. Here are some suggestions:

  • Suppose video meetings seem to get out of control quickly. It is essential always to try to bring everyone back to the center of the discussion. Something like this can be said “Because I am quietly brainstorming, I can have a response by the end of the meeting. I will present the information when it is my turn to do so.” This approach helps to reel everyone in, and each person may likewise take on this approach as well. Another appropriate verge is to say a follow-up will come by email by a specific date or time. Delivering a promise creates accountability.
  • Chat during a discussion. In this communication method, links can be shared, and those who would rather not speak can write what he or she is thinking. Questions can also be asked in this manner.
  • When it is time to speak, be sure to have an outline of the presentation.
  • Before speaking, always give an approximate presentation timeline, such as one minute, two minutes, etc.
  • Discuss strengths regarding a specific project and offer to help if workload permits.

In line with these suggestions, it is essential to note that the need to impress co-workers and managers is occasionally present in video meetings. There is always one or two persons who desire to be the center of attention. These individuals can make it impossible for the quiet staff member to discuss current projects or daily requirements. These behaviors are negative spillovers into an already uncertain future based on work and earning a living in post-covid times. One domain is almost certain to affect the other. Therefore, remain focused and never take specific behaviors personally because you can only control you!

Teleworking requires tremendous change. However, when a human resources department is supportive and readily available to help, this enhances the adjustment to working from home, and can make the experience a bit more bearable (Martínex-Sánchez et al., 2008), specifically when dealing with strong personalities on video meetings. In addition, an effective leader can prove to make this transition equally as successful (Beno, 2018), should he or she recognize that there are problematic staff members. 

It is easy to allow fear and unsureness to creep into mental capacity. Conversely, though, if you are on top of daily work tasks, continue to stay there. Always hold a compelling vision of what future work could be and consistently make significant strides to meet its reality. Consistency in work and life models, almost always predicts and provides positive results.  

Sources:

Beno, M., 2018. Managing telework from an Austrian manager’s perspective. In: Á. Rocha, H. Adeli, L.P. Reis and S. Costanzo eds., 2018. Trends and Advances in Information Systems and Technologies. Cham: Springer, pp.16-29

Martínez-Sánchez, A., Pérez-Pérez, M., Vela-Jiménez, M. J. and de-Luis-Carnicer, P., 2008. Telework adoption, change management, and firm performance. Journal of Organizational Change Management [e-journal] 21(1), pp.7-31. doi: 10.1108/09534810810847011

Copyright © 2022 Dr. M. Charlotte Oliver | Powered by Dr. M. Charlotte Oliver

Work Utopias! Life’s Too!

 

By: M. Charlotte Oliver

Are you often curious about your leadings in life? Asking yourself what’s next for me? Wearing yourself out to try to compete with peers or people in communal settings? And what if there’s no going back to everything before March 2020, when the world was struck with an impossible pandemic? The same pandemic that continues to cripple healthcare systems, global financial stability, and everyday mental capacity?

Questions like these force us to go within and to then imagine a world where feelings of being on the hamster wheel are not necessary. Viewing the competition with the world and colleagues as utter silliness and understanding that despite the health disturbances faced today, there is a peaceful place caring to find us, unite us, and hold us safe.

September is known as Addiction Awareness Month. This topic is necessary to briefly discuss based on the concept that science and research have shown increased addiction tendencies in the last 18 months. With many people still working remotely, areas of desire and substance use have amplified. Countless individuals have dubbed what we’ve been through since the pandemic began as “hell on earth,” as the worse lived experience, as the loss of identity and self—expressive thoughts from a perception built on what occurs with fewer community engagements. 

Jaimie Mudd wrote, “Feeling for one another, compassionate witnessing of others’ suffering, enables us to belong to one another and commit to alleviating suffering. When we examine the truth of our own lives, we can bring understanding, love, and compassion to the world.” People who suffer from addictive behaviors are among us. They are our colleagues, friends, neighbors, and family members. Yet, addiction, as a disease, dis-eases hearts when this form of behaviors must be approached. Approached even with the most delicate of intentions.

As we slowly move into the post-COVID-19 world, we must handle each other like the finest porcelain pottery placed on ships of time gone by. Like those traveling to the greatest of homes in England to display and use at teatime. This care must be deliberate, without bubble wrap, which pops at the most inopportune moments. It’s a care of patience, of love, one which instills peace. A wave of peace not only in ourselves but also in those who suffer from addiction, alongside the many members of our societal influences, who suffer too.

On the other side of this crazy pandemic, finding ranges to listen and explore work leadings should be dedicated initiatives. There in the inner space of us is where we see what’s next for all of us. Resulting, as picking up where we stopped, perhaps moving into another learning potential of how we work, and then again, starting something new altogether. This pandemic has provided a great deal of wrong. However, on the flip side, it too has offered us opportunities for different outlooks as we find within that concern for others residing there. Slowing down a bit, blasted our souls into many unique pieces, which like my morning glories flowering in this month of September, stretches out to hug the plants around them while holding on to their roots.

We’ve slowed our thinking down. Right here is where our souls unite with peace, our bodies remain calm, and our hearts reach out to others. In this place, we find joy in the competition we only have with ourselves, to beat the kindness of yesterday, and fulfill the one of today and tomorrow.

What now? How can we belong to each other to care for each other? What positive changes can we make of the pre-COVID person? What lessons have we learned about the delicateness of life? How have we adapted to this new way of COVID to post-COVID living? How do we derail from the unimportant noise amongst us? These questions beg us to seek out a direction to wholeness. A form of wholeness that can be found in our homes, work environments, and in our communities. One that serves those who suffer. And one that prepares us and allows us to be ourselves. The self that God has intended for all of us. Some of us may choose to work loudly, while others work quietly, softly, and meekly (Matthew 5:5), keeping a framing silence of outwardly expressed words. Wholeness, as God proposes, offers joy. It provides peace as we grow into the gifts. The ones we already own.

“For we know that the whole creation has been groaning together in the pains of childbirth until now. 23 And not only the creation, but we ourselves, who have the firstfruits of the Spirit, groan inwardly as we wait eagerly for adoption as sons, the redemption of our bodies.” (Romans 8:22-23, ESV)

Redemption of our bodies. Redemption of our souls!

Indeed! Right? Indeed!

Reference Source:

Mudd, J. (2021). Knowing that we belong. Living in our COVID-19 World. Friends Journal-Friends Publishing Corporation.

Copyright © 2022 Dr. M. Charlotte Oliver | Powered by Dr. M. Charlotte Oliver

How to Deal With Difficult People (P2)

By: M. Charlotte Oliver 

A couple of weeks ago, focus on the primary characteristics of difficult people were accessed. This week the discussion concludes by simply sharing some genuinely expressed tactics proven by science to be helpful when there are moments in life when dealing with difficult people is inevitable.

When in the company of difficult people, personal kindness and limits to the amount of exposure are essential. What is also imperative is that though sometimes tough to do, the idea of being kind and gentle to ourselves must include an approach to be kind, gentle, and understanding toward others.

Resilience as a research topic lends concentration on the prevention of hardship and how to maneuver through hardships, both mentally and physically, should they occur. Difficult people can be taxing to the mind and body. And may even be in the space where applying crises intervention methods are applicable. Although crisis intervention methods are usually used in short-term counseling or offer other psychological support after a traumatic event, it is likewise a critical concept to apply when dealing with difficult people during trying situations.  

When crises interventions are in use while exposed to a difficult person, it is suggested that we:

  • Identify the problem. Problems are identified through careful listening, empathy, compassion, genuine kindness, and acceptance. Listening does not mean pressuring.
  • Ensure that everyone involved is safe. To be safe means that we assess our own psychological strength and the psychological ability of the difficult person. It is equally as crucial to have physical space.
  • We provide support by not judging the individual/individuals. We do not laugh or smile. These behaviors could appear condescending. We confirm statements by gently repeating what the individual is saying. For instance, statements such as “Am I understanding that you _____________. Is this correct?
  • Speak on influential alternatives to the situation. Always use the words “Let’s or Let us.” These words show understanding of the individual’s pain. Be sure that you are not being manipulated in the situation. Become familiar with narcissistic behavioral patterns, gas lighting, and core manipulation. Having a witness during moments of mediation is also suggested.
  • For leaders, offer a follow-up plan to help reduce the pain the problematic person has expressed. In this plan, be sure to apologize if there are cracks in your managerial approaches. Be sure to do this with a member of Human Resources/People Operations present. For everyday concerns, having a witness is likewise a necessity.
  • After these methods are applied, be sure to follow up if needed. In office environments, secure a commitment from the difficult individual that with future problems, a meeting is given with you with and a witness present. Commit also to change personal approaches and communication styles. Communication consists of both verbal and behavioral methods.

One description of conflict aptitude is “the ability to develop and use cognitive, emotional, and behavioral skills that enhance productive outcomes of conflict while reducing the likelihood of escalation or harm.” (1)

Simply put, dealing with difficult people includes helping to create a sense of calm, understanding general needs, offering reasonable care, making practical suggestions, provide information on available resources if needed, and a commitment to change should this be necessary.

Researched Source:

  1. Runde, C., & Flanagan, T. (2010). Developing your conflict competence: A Hands-on guide for leaders, managers, facilitators, and teams. Jossey-Bass.
Copyright © 2022 Dr. M. Charlotte Oliver | Powered by Dr. M. Charlotte Oliver

How to Deal with Difficult People P1

By: M. Charlotte Oliver

People are generally receptive to kindness: the types, both loud and boisterous and those exemplifying a more subtle and quiet stance. Yet, when dealing with difficult people, and depending on the extremity of such behavioral patterns, it is a challenge to decipher the form of kindness that work. The one that sticks. The pursuit of consistent kindness can waver the idea that in difficult times while dealing with difficult people, genuine expressions of this beautiful wonder at times, just do not work.

Difficult people provoke in different ways. Some may be angry people, while some are passive-aggressive people. Then some question every step a leader makes. Some do not take accountability and disperse frustrations to members of their team. There are those in this group who even gaslight and may sometimes succeed at this. Some may even take every suggestion as criticism. Then some swing high and low like a Viking ship at an amusement park carrying moods. Up and down, up and down. Though not an exhaustive list, these characteristics represent an amalgamated group consisting of factual people.

When difficult people are observed, it is clear that one person’s behavior may not bother some people. While for others, these individuals can become a challenge to interact within many situations. Therefore, in review, challenging people in the workplace may be likable to some. However, if people who are complex cause problems for others, these are abstract models that should always be addressed in the workplace and beyond.  

Why are people difficult?

There are varying reasons people are difficult. One reason could stem from the root system in family units. The other could also be the work environments; some people are forced to endure. When an organization is autocratic, filled with nepotism, bureaucratic, focused on the bottom line and not the well-being of employees, and highly competitive, these unhealthy approaches can wreak havoc on employees’ overall consistent positive mental health. In some instances, the most difficult person in the workplace is kind and loving in her or his personal life. A problematic person produces specific behaviors often caused by precise circumstances.

Five primary characteristics of difficult people:

  • In the world of a difficult person, it is usually all about them. They can be the lead actor in their dramatic performances. Performances so intense that they often come with an encore to assess how these performances affect others. So, to speak, they want to produce a reaction from and in the receiver. There are some levels of egocentric and narcissistic behaviors usually present in these performances.
  • Asking difficult people for a minor favor may often turn into a soap opera. Usually, there is no compassion in these forms of interactions. Reminders of what they did for you are constant and never go away. Most people are held hostage in this frame of thought  delivered from the mouth of a difficult person.
  • Difficult people are usually victims in their minds. They pull from the past to validate the reason for current life problems to make others feel empathy for them. This behavior is generally precise while not providing any empathy toward others for their behavior. Again, it is usually all about them.
  • They live in their world with no idea of the hurt and pain they cause the people in their lives. They are pretty different in the context of not speaking words into action. Some may call this flaky! Whatever descriptive arise, the behavior is disturbing.
  • They blame others, cry about spilled milk, and gossip. Everyone gets accused when accountability is in question. Nothing offers quiet pleasantries, but instead, there is always a problem with everything on the face of the earth. They embellish responsible responses and will sometimes not tell the truth.

In a recent article dated May 31, 2021, the Toronto Star Newspaper stated this:

“Difficult people can cause so much anxiety that they make us want to avoid social gatherings or quit our jobs. Although this escapist mentality is tempting, it won’t resolve the issue. We can’t keep switching jobs every time someone at work annoys us, and we certainly can’t just snap our fingers and change our biological relations.”

In addition, Sheen (2018) shared:

“Rather than simply be frustrated by human behavior and disappointed in people’s conduct, remember that you have the power of choice. Choose your response wisely. Paul, the author of much of the New Testament of the Bible, describes the ideal way to respond to difficult people: [“When we are cursed, we bless; when we are persecuted, we endure it; when we are slandered, we answer kindly” (1 Corinthians 4:12, 13).”]

Regardless of the area of complexity, there are usually two or more people in the mix for difficult behaviors to be recognized. In part two of this post, more production of ideas on how to deal with difficult people will be discussed. The discussion will also gear toward how to use several concepts of kindness to manage this behavior, not only for ourselves but also for those affected.

Unfortunately, difficult people continue to exist. Learning to handle this behavior is paramount when any attempt is made to create the compassionate and caring  environments we seek.

Sources:

Sheen, J. (2018, September-October). Dealing with difficult people: How to bring out the best in people at their worst.” Vibrant Life, 34, (5). Gale Academic OneFile, 

Toronto Star (2021). Tarot for dealing with difficult people; We can let a measured and thoughtful approach guide our interactions. p. B9. Gale In Context: Global Issues.

Copyright © 2022 Dr. M. Charlotte Oliver | Powered by Dr. M. Charlotte Oliver

The Harmful Nature of Triangulation in the Workplace

By: M. Charlotte Oliver

Leaders must make essential decisions for the health of the organizations they run. Leaders in any leadership position must also know how to maneuver untruths or false perceptions of the people they lead. One challenge a leader faces is that of triangulation in work environments.

What is workplace triangulation (WT)?

Workplace triangulation includes a three-point gossip-infused type of relationship in the workplace. It consists of persons A, B, and C. For WT to be actionable, Person A complains to Person C about Person B without going to person B directly. Person A toward Person B starts a circle of influence from a psychological footprint, often resulting in significant damage in the workplace, which intentionally builds a false perception of workplace culture.

In most cases, triangulation is not intentional. It happens when some individuals are at a loss on how to proceed relating to specific employee-to-employee issues. Even so, it does not create a cohesive work environment.

Triangulation may not always be gossip. It may start with a bad attitude, constant complaining, ignoring other employees when addressed, venting, and in some cases, I have experienced defensive attitudes and even circumstances of gaslighting. It is delivered in a more astute way when it is deliberate, which allows the receiver to start thinking less positively, say toward Person B. It is a zealous form of bullying in the workplace stamped with expressive body and verbal expressions. The leader who can recognize this behavior must halt it immediately and possibly follow up with some of these suggestions:

  1. A leader must always be in the mindset that there is more to what is being said.
  2. Schedule a meeting with you—the leader, and the persons involved. If no solution, then
  3. Include Human Resources (HR) to help to mediate the situation.
  4. Understand and study the personality of person A. Take note always to cover yourself and conversations with person A. Do this to ensure that this behavior does not eventually come to you. Keep everything in writing, and never speak with this individual alone. Always have a witness in the room.
  5. Lastly, uphold your leadership skills by remaining calm and follow company guidelines relating to matters such as these.

Triangulation in the workplace is harmful and prevents any organization from upholding its innate culture. Be vigilant and always practice emotional intelligence in every circumstance.

Copyright © 2022 Dr. M. Charlotte Oliver | Powered by Dr. M. Charlotte Oliver

The Right to Use?

There has been a lot said about plagiarism in the church lately. The leader of a major Christian denomination has been under fire for this, as this individual should most definitely be. According to Dictionary.com, plagiarism is the practice of taking someone else’s work or ideas and passing them off as one’s own. It happens in every sector. Yet, it is a popular concept in some Christian denominations. So prevalent that some leaders continue to use the work of others without giving credit to the persons or groups who have painstakingly worked to produce their original materials.

Plagiarism does not represent integrity in any aspect of God’s teachings. It is just the opposite. On integrity, the Bible says this:

“He that walketh uprightly walketh surely: but he that perverteth his ways shall be known.” – Proverbs 10:9

God’s words are sacred. And the deliverance of His words must be likewise as holy. Holy in the sense that they are exposited in the right context through the original but correct perceptions of their deliverers. God’s words must always be handled responsively. Instead, the idea that some leaders would take from someone else to shorten their biblical study and preparation is dangerous. Honestly, it is frightening! The study of God’s words should never be rushed. Using appropriate methods and time to preach the gospel should benefit the pastor. It makes the delivery a place to build on what is already known, not only for the pastor but also for the congregation. Studying God’s words is a tremendous honor!

If you believe there are people in your world who seem to reproduce your suggestions, ideas, or words, please be aware that in no way are these approaches complementary. For instead, these behaviors should be areas of significant concern. And, if you have voiced uneasiness with no changes in sight, here are a few suggestions:

  • Remove yourself from being in the company of those who are unwilling to admit their wrongs or who do apologize but continue along with the same behavioral patterns.
  • Consider finding a church led by pastors who are original in their approach and exposition of God’s words. Watch for citations in their verbal and written communications. These considerations are crucial! Albert Einstein worked to produce everything he accomplished. It would be unfair not to give him credit.
  • Always be aware that you give credit where it is due. Remember, even the ideas or thoughts of a personal conversation should have been given permission for use when used in speech or writing.

Plagiarism is everywhere. Let’s walk upright in our approaches when it comes to the representation of the work of others. Conversely, always protect yourself when you believe your work is consistently being pilfered.

God prefers integrity. Not laziness! (Proverbs 13:4)

Copyright © 2022 Dr. M. Charlotte Oliver | Powered by Dr. M. Charlotte Oliver

WORK HUSTLE: IS IT GOOD OR IS IT BAD? P2

The pandemic has changed how we work. Many office employees became remote workers. Now that many are receiving the COVID prevention vaccine, life begins to return to normal. However, many employees would rather continue to work from their home offices instead of resuming a commute to the office. Some employers are offering this opportunity to their employees, while others are against it. Organizations opting for employees to return are losing some staff members. However, those who adhere to “the hustle” to get ahead, are eager to move forward with this concept of returning to their workspaces, as soon as is deemed possible. 

According to a recent article on the topic of hustle, the author noted:

“Hustle culture is defined as a craze where people place professional aspirations at the forefront of everything else. Hustle culture has always been a part of our lives — the more you work, the more you make, and supposedly, the happier you will be. For some, the COVID-19 pandemic has provided a glimpse of what life would be like without the usual rush. For others, the pandemic has intensified hustle culture — either out of necessity or because of increased free time.”

Work-life balance is easier for some cultures in mainstream society. While in others, hustling is a must to maintain basic everyday survival. The pandemic did not take away this need for day-to-day survival in specific cultures; it has enhanced it. Hustling in Black and Brown communities is espoused by the need to do what it takes to feed their families. This ‘do’ is often honest work for meager pay. It is likewise exposed in the inequality of new Black and Brown college graduates forced to earn less than other graduates.

Specific communities are often forced to hustle from the point of zero. While other communities almost always have a starting point based on who they are and the opportunities that came before them. When someone can say that success came from the sweat off their backs and not from the effort of others before them, this view provides hope.  However, even with success stories as this one, the point is, to maintain success even at this caliber, some hustle may ensue to remain above water.

To the question, WORK HUSTLE: IS IT GOOD OR IS IT BAD? featured in the first blog on this subject. The answer to this question depends on who you are. Unfortunately, for some in society, hustling is a necessity to overcome inequality. It is a constant battle to be seen and heard based on valuable work and ideas, and likewise, it is a means of survival. As for others, hustling is a valorized luxury. Efforts to break the stigma of hustle must be designed to work for the higher good of both groups. For optimum whole-community effectiveness, hustling should be done together to provide great opportunities for every community member, and not just for some. 

 

Reference: 

Bell, A. G. (2021, May 12). The Quad: Hustle craze and the lasting effects of the pandemic on work life. UWIRE Text, 1.

 

Copyright © 2022 Dr. M. Charlotte Oliver | Powered by Dr. M. Charlotte Oliver

Social Pages

Featured Work in Writing

Categories