Explore excerpts or paraphrased writing samples. Links to the original may be found at the bottom of each article. Visit my personal blog for short stories.
To understand the secret of employee engagement, the Harvard Business Review (HBR) conducted a “diary” entry research on creatives working inside various industries spanning 27 teams. The survey was based on subjects holding professional and innovative job descriptions. In it, they discovered the progress principle. They observed that the emotions, motivations, and perceptions of people in a given workday — a.k.a. their “inner work life” — hangs on a single overarching factor: They need to make some progress in their work, regardless whether it is small or big.
According to a research conducted by the non-profit 80,000 Hours, good stress actually sits on the sweet spot where job demands, pressure, responsibilities, or challenges should be proportional to the employee’s level of control, power, authority or skills. If demand gets too high for you to control, you get too stressed from anxiety. If demand falls too short, you become unproductive and restless.
Contrary to what you may think, it is not the new faces that need the most support. Typically, volunteers enter the project with high energy and low stress. Not much may be expected of them initially, but their eagerness will easily help them find the challenges to get them to their ideal zone on their own. It is those facing higher expectations and responsibilities -- the older members -- who are in most need of support once they reach lower energies and higher-stress levels.
As any other reluctant student, there are many things that I could complain about my school, like the fact that the soccer balls seemed to be injected with a special type of dense air to keep it from crashing into our school administrator’s precious landscaping potteries (soccer was later moved to an uninspiring indoor cement box, the notoriously humid auditorium that smelled slightly of pubescent body odor, taking advantage of futsal being the “innest” sport to hit our school at the time, even if the rest of the world would not agree.) But during my stay there, which was not that long ago, not enough readers could be found in the school library.
Forgiving others is often much easier because forgiving yourself requires acknowledging you were wrong and understanding how wrong you were, whereas forgiving others often has this ego-boost of being gracious; although sometimes it also feels humbling to control your strength at the cost of being perceived as weak or the loser.
This was originally written as a whitepaper for my then-employer, Anderson Group BPO, Inc. but only the first chapter was published as an infographic as my managers decided that the rest of the topics are not relevant to our business.
Google document link: docs.google.com/document/d/1rMchA_rqZ3ZvtrAZCyrPtRLbP1y4lXSvsXttOAVgDVM/
Company Whitepaper not published, but used with permission. Written around October 2018?
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