• Volunteer at a school, food kitchen, hospital, or anywhere you can be useful
  • Walk instead of driving
  • Shop local, eat local
  • Reduce, reuse, recycle
  • Donate to causes important to you
  • Plant a tree or a garden
  • Rescue an animal
  • Join a bone marrow registry
  • Commit random acts of kindness
  • Teach a child how to help make the world a better place

More great Dilbert comics.

Defense Mechanisms

Defense mechanisms, in psychology lingo, are strategies we use to “cope with reality.”
George Vaillant has identified a range of mechanisms, spanning from the unhealthy (such as denial and distortion) to mature. When reacting to circumstances at work, do you use these healthy strategies?
Sublimation: transformation of negative emotions into positive actions or behavior
Suppression: the conscious decision to delay paying attention to an emotion or need in order to cope with the present reality
Altruism: putting the needs of others before your own with no expectation of payback
Humor: overt expression of feelings without personal discomfort and without unpleasant effect on others

When employees feel included at work, they exhibit a stronger work ethic and are more innovative.
(This is because when employees feel included they feel a sense of both belongingness and uniqueness – two elements of human fulfillment.)
Managers help employees feel “included” when they:
1) are humble – learn from criticism and admit mistakes
2) empower employees – to learn and develop
3) are courageous – consider greater good over personal gain
4) hold employees responsible for results.

See Catalyst study: catalyst.org/knowledge/inclusive-leadership-view-six-countries.

Rockwell Automation suggests four ways for managers to practice humility:
1) share your mistakes as teachable moments
2) engage in dialogue, not debates
3) embrace uncertainty / admit not having all the answers
4) role model being a “follower” / let others lead.

See HBR article: blogs.hbr.org/2014/05/the-best-leaders-are-humble-leaders.



photo 2

photo 1

credit: Loyola University

In Strong Ethical Cultures


In Strong Ethical Cultures…

Management and supervisors:
*Communicate ethics as a priority
*Set a good example of ethical conduct
*Keep commitments
*Provide information about what is going on
*Support following organizational standards

*Consider ethics in making decisions
*Talk about ethics in the work we do
*Set a good example of ethical conduct
*Support following organizational standards

source: Eighth National Business Ethics Survey (NBES)

1. Mission: a sense of purpose in coming into work
2. Collegiality: working with awesome people
3. Challenging work: being stimulated by the work to be done
4. Meaningful advancement: the promise of growth
5. Confidence in senior leaders: a sense of trust–and transparency–with management
6. Perks: good pay, free food, a beer cart or two

credit: FastCompany