You can bound and box your time in ways that will make you more sustainably productive. Navy SEALs do this too. Work — particularly in fields like startups and finance — is one of the few elite endeavors where if you need to take a beat, you're deemed a failure. This is madness. When Tom Brady or the U. Making it a point to take a break doesn't mean entrepreneurs are weak either.
Breaks give you space to reconnect with what you love about your work and your life — to come back energized, committed and performing at your best. If you regularly do work that engages you so much you lose track of time, you can meaningfully reduce your risk of burnout. It is, of course, impossible for entrepreneurs to maintain a flow state all the time. There will always be logistical hassles to sort out, sales to forecast and other less than absorbing tasks needing your attention.
But be conscious of how much time you spend both on activities that drain you mentally and on those that recharge you, and then plan your schedule accordingly. Just as farmers rotate crops in the field to prevent soil depletion, thoughtfully rotating tasks will prevent the mental dust bowl we call burnout. Attending to your own wellness affects not only your ability to perform personally but also the quality of the decisions you make for your entire organization.
We make bad decisions because we're not centered. We feel rushed. We're anxious. When we're calm and focused, we're able to act more in alignment with our values, and the more well-being we have, the easier it is to stay in that state. Modeling healthy choices is also the first step in building a healthy culture, but wellness both trickles down and loops back around.
Being healthy means you can go to work, use services, enjoy leisure activities and engage, thus assuming an active role in society and the economy. Without this basis, our life, our society and our economy would falter. That is why it is important not only for individuals to look after their own health, but for the collective and companies too.
The current crisis holds a mirror up to us and shows the need to form a joint response to protect the health of all. But even outside of this situation there is a need to campaign collectively for the health and well-being of others.
As a company we support various organisations that look after the well-being of people with serious illnesses at our different locations in Belgium, Luxembourg, Germany and Switzerland. In addition to financial assistance, part of this for us is giving the gift of joy and time spent together; for instance, our employees in Switzerland are involved in the PluSport Day German only for people with disabilities.
All these campaigns help us to generate value for society , both inside and outside of the field of healthcare. The health of our employees is a valuable asset, and not just when it comes to working from home in these times of crisis. If required, we can develop workplace management plans specifically tailored to this sector that streamline human resources processes and procedures for increased efficiency.
At FCB Group, we are very aware that, over the past 30 years, the industry has transformed. Operators today need to develop sophisticated industrial relations strategies if they are to remain competitive. As an industry that is undergoing considerable growth, the sector is facing numerous challenges, especially in the area of people management.
Our health and aged care team regularly assists clients with compliance, cultural and workforce development issues.
We also advise businesses operating in this sector on recruitment and hiring both pre-hiring and on-boarding processes , organisational change and restructuring, management of ill and injured workers, and workplace investigations.
In addition, we provide assistance and advice on enterprise agreements and bargaining. At FCB Group, we know that most retailers are finding it challenging to grow their businesses in the current economic climate.
In addition, workplace laws are constantly changing, so remaining compliant can be a constant struggle. Our knowledge of the retail sector is unparalleled. Our lawyers and consultants combine technical expertise with commercial pragmatism to offer long-term solutions that are specifically tailored to the requirements of retail businesses and prevent workplace issues emerging in the first place.
At FCB Group, we are very aware that, as people have become more focused on the activities they enjoy away from work, the hospitality and leisure industry has grown rapidly. We also know that in an industry built around adaptable, flexible workforces, there is always the potential for workplace issues to emerge that can quickly escalate into major problems. Our hospitality and leisure team can advise on all types of statutory entitlements and remuneration, as well as develop commercially pragmatic and efficient strategies for performance management.
We can also help to devise, negotiate and implement enterprise bargaining agreements. Finally, if necessary, we represent clients in all types of employment-related litigation including unfair dismissal, bullying, breach of contract and discrimination-related claims. At FCB Group, we know that the key to a successful recruitment business is satisfied workers and candidates. We also know that workplace relations and safety compliance under tripartite employment arrangements can be challenging.
Our recruitment team is experienced in managing client and workforce relationships in the recruitment sector. To help recruitment businesses remain competitive, we provide strategic advice on workplace relations governance, develop processes and procedures that ensure good workforce and expectations management, draft industry-specific contracts and policies, defend employee claims and grievances, and prepare complete workplace health and safety management systems.
FCB Group has been advising national and state sporting bodies, player associations and professional athletes for more than 20 years. In addition, FCB Group continues to enjoy a longstanding partnership with Fitness Australia and a number of key franchise businesses and individual operators, delivering innovative and practical workplace management and compliance solutions across the fitness industry.
Was Mark Allen onto something here? But can businesses say with confidence that the decisions they make place people as their most valuable and important asset? And can those same businesses say that they do everything they can to ensure their most important asset is kept healthy and safe? A culture of safety at work is vital, and businesses accept it requires a significant investment in resources.
The challenge for small and medium businesses is that the expectations placed on them are not identifiably lower than those placed on large businesses. But the ability to meet the cost and administrative resource requirements of ensuring all safety obligations are met, and the important asset kept safe, can seem prohibitive.
Managing health and safety can be complex and challenging. Shame on you for having a system that makes your staff sicker than dozens of other categories of workers in this great country of ours. So there. We have just had our noses rubbed in a painful paradox. How can a healing system evolve and transform itself when its most valuable components are suffering?
What must the system do to outgrow this paradox? It is about something much more fundamental than strategy. All effective strategies are deeply rooted in the intent to honour the contributions made by people — especially in healthcare. It is about communicating that the system respects people. It is about expressing gratitude for the essential intellectual, emotional and physical contributions of the workforce.
Yes, both governments and employers invest significant funds to improve the health of the staff: investments in lifts to reduce back injury, flu campaigns to reduce the incidents of flu, policies of proper masks and many more examples.
The real question is how come it did not change the statistics of the incidence and prevalence of sickness among healthcare workers?
Let us share our opinion which is partially evidence informed and partially informed by years of experience in leadership positions, much of it in care settings and in the arena of labour relations. They do not feel they are able to make contributions that impact on how the system is managed day-to-day. The literature is clear: if employees are not satisfied, challenged and motivated in their jobs, the outcomes will be less than stellar.
So how do we manage our workplaces? Does our staff feel valued? Do they feel a sense of belonging? Do we include them in our decision-making processes? Do we give them the responsibility, ownership and accountability that will empower them? Do they walk the extra mile for the organization? Hope and confidence grow and spread like wildfire when people feel honoured and valued. While staff appreciate those notes, they truly watch to see if the organizational leadership walks the talk.
They have to show it in real terms. Every day we hear about workload issues.
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