Thursday, March 12, 2020

4 Dos and Donts When A Coworker Confides In You About Their Mental He

4 Dos and Donts When A Coworker Confides In You About Their Mental He Mental health issues are double-edged. On one side you have the social stigma of being diagnosed with a mental illness, and on the other side you have your own bias towards the diagnosis and treatment. Lets face it, no one wants to have an illness of any kind least of all one where you may be judged.Even our own psyches conspire against us on our path to wellness. Often, when people who are diagnosed and treated for their mental illness begin to feel well, they stop taking their meds because they feel like their old-selves again. Unfortunately, this is when they slowly but surely descend back into their pre-medicated ways, and the tortuous cycle continues. I have counseled many who have landed themselves in this position and I can tell you it is very arduous work to get them back on their medication.I think I can safely say we all dont like to be dependent on any form of medication. If you are one of those people w ho loath taking even a headache pill, then imagine how hard it is to get someone to take a medication, regularly, for an ailment they are elend even convinced they have?The benefits of exercise and good sleep gesundheitspflege are paramount when managing mental health issues, but this is elend a blanket prescription to wellness for everyone. Some people are convinced that this is all they need however, some may need a little more in terms of managing their illness.So, what are you to do when an employee comes to you and tells you they have a mental illness? In all honesty, there is nothing for you to do per se, in as much as anyone who comes to you with any other illness. However, I believe mental health issues deserve an extra dose of understanding and tact owing to the stigma that is still attached to it. Yes, the rising awareness has aided the efforts in the acceptance of mental health issues, but we are not quite there yet. So your approach needs to be scaled back somewhat. Here are some dos and donts to consider.Do1. Thank them for coming to speak to you and trusting you with this information.2. Let them talk. Let them divulge as much or as little as they are comfortable with.3. Ask them what you can do for them. How can you aid them in their management of this illness?4. Help them navigate company policies, insurance benefits, or be a go-between with HR.Dont1. Tell them that this is an issue they may want to take up with HR.2. Ask questions as to the reasons behind, or projected duration of this illness.3. Say you understand. Each person is unique as is their perception and experience of the illness.4. Treat them with kid gloves. They are the same as any other employee who may have a health issue.It is my personal opinion that mental health issues, besides their inherent difficulties, are even more maddening than other illnesses. For the sake of argument, how many people do you know who are more than happy to share their frustration, fear, or annoyance t owards the diagnosis and treatment of their heart disease or diabetes? These people do not have to look very hard for a sympathetic ear. Family gatherings alone turn into a contest of whose illness is more troublesome or intrusive.But where do those afflicted with mental illness go to be heard? They do not have the same resources. First they must convince themselves that they have an illness, that they need to seek treatment, and that perhaps CBT (Cognitive Behavior Therapy) which they sought out and paid for themselves, may not be enough to get them back to a semblance of who they used to be.Can you even imagine a loved one with cancer having to lurk in the shadows, seek treatment on their own, suffer through chemotherapy treatments, loss of employment, or the emotional, psychological, and physical pain by themselves? Of course not, but a person with a mental health issues does and this has to stop.You can do your part to help turn it around. It is my hope that one day our mentally ill can also stand around at family gatherings and exchange their frustrations and horror stories just like uncle Bob when he recites the disgusting details of his latest colonoscopy--Heidi Crux is the author of Public Speaking Simplified and Demystified.CommunicationBasics to Create Lasting Impressions. Heidi is a graduate of Dale Carnegie Training with over 25 years of experience both in and out of the boardroom teaching communication basics andmanagementprinciples at the university level. As a trainer and coach Heidi conducts seminars and workshops upon request as well as public speaking engagements.

Saturday, March 7, 2020

Possible Danger Signs on Warehouse Manager Resume You Must Know About

Possible Danger Signs on Warehouse Manager Resume You Must Know About The manager must also guarantee that goods to be kept in the warehouse arent damaged. If elements do need to get ordered, then its the warehouse supervisors job to acquire everything the warehouse needs in a timely method. In order to be a warehouse supervisor, one ought to have a substantial quantity of experience in a related field. Perhaps you have warehouse packer experience. The Upside to Warehouse Manager Resume The item line manager must stay on the exact same page with different departments since communication is such an essential part of quality products creation. Warehouse work involves plenty of unique forms of skills based on the sort of industry. Check to be certain youre providing all of the info required and clearly define your skill sets when it comes to application requirements. The 5-Minute Rule for Warehouse Manager Resume If a hiring manager is simply likely to skim your resume for a couple of seconds, you will need to be certain each word conveys valuable details. You should tailor your resume for a sales manager position to boost your odds of getting an interview. You may use the work application objective when youre focusing on all kinds of specific job. If it comes to discovering the suitable assistant manager job, an intriguing resume is critical. The Nuiances of Warehouse Manager Resume Show your practical company why its possible to execute the work far better than others irrespective of how much experience youve got. Ultimately, managers should always be on the lookout for techniques to enhance the organizations operations. Retail Managers ought to be highly organized and dependable individuals, that are capable of achieving excellent customer tafelgeschirr targets. Warehouse managers are crucial players in a supply-chain atmosphere. All About Warehouse Manager Resume Include one, and youll greatly increase your odds of landing that regional sales manager position. You need to advertise yourself to the hiring manager so he or she is able to easily see all the means by which youd support clients and donate to the businesss mission. Also, ensure you recognize precisely what warehouse position youre applying for, since there are usually associate and managerial jobs. Find out more about the business enterprise and job youre attempting to get. The item line manager should monitor the creation cum development of an item in order to make sure that it meets consumer demands. Ensure your resume destroys that average with a good format. All About Warehouse Manager Resume Project Managers should know a number of topics, including information technology, advertising, and construction, based on the facts of their undertaking. They work within an organization to spearhead specific projects. Warehouse managers are predicted to be certain that all productivity targets are satisfied by managing work teams and dealing with any issues that might come up. Then, the free Resume Samples Warehouse Operations Manager will request that you supply a fast breakdown of your abilities and abilities.

Friday, January 3, 2020

How to Improve Employee Retention for a High-Turnover Position

How to Improve Employee Retention for a High-Turnover PositionTheres nothing more satisfying than filling an empty role at yur company. For starters, it means the rest of your team wont be stretched thin improving morale. A new employee also means new energy and ideas invigorating the team. Hiring creates possibility. But when you have to constantly refill the saatkorn role, it can be a nightmare. Every organization wants to avoid high turnover. But when its confined to a particular role, its especially frustrating. Hiring professionals must determine whats wrong with their position or process to find a candidate who will stick around for the long run. The issue isnt always obvious, so we asked several hiring experts to explain what changes to make when employee retention is difficult for a specific job. Heres what they had to say1. Conduct exit interviews and actually use the data.We have exit interviews with all the people who left the job regularly to understand and delve deeper into the problems and pain points. The exit interviews help us understand why they are not sticking around with the role and what, in their opinion, could improve the role and the job description. The insights we gain from exit interviews have been hugely leveraged to improve our employee retention rate for the same role. We make it a point to include everything the job entails in the job description. This includes the volatility, non-specifics of roles, and responsibilities. That has increased our employee retention rate by a huge margin. During the complete interview process, we make sure the individual understands the kind of role we are hiring for and ask them are you still interested?Ketan Kapoor, CEO and Co-Founder of MettlTheres no way to know why employees keep leaving a role unless you conduct exit surveys. employeeretention.Click To Tweet2. Be transparent at every level.You cant solve a problem until you know why its happening. The first step is to scrutinize your recruit ing, hiring process, training, and retention strategy. Next, you must communicate your needs to your recruiters frequently. As a manager, I need to give our recruiters as much feedback as possible so they can make any necessary adjustments. Its also crucial to be transparent about what the job entails. During the interview, we give the candidate a synopsis of a typical day. We dont dress up the job as something its not. For a support position, we dont hide the fact they will be on the phone with customers and that it can get very busy at times. However, we also make sure to share the positives of the job and the things that keep us coming back to work every day.Alisha Santoorjian Thunstrom, Director of Support Services at TempWorks3. Understand the needs of candidates.We experienced a different issue than usual when we had a high turnover rate for employees in our customer service department. Most of these staff members were also students and as their schedules changed each semester , there welches difficulty coordinating the timing of work. We didnt want to keep losing employees we trained, so we allowed them to commit to fewer hours a week while working from home. Even if it meant that we needed to hire one or two more people to get everything done, it at least meant having a consistent team.Nate Masterson, HR manager at Maple HolisticsIf employees keep quitting a job, consider redefining the role so it meets employees needs. recruitingClick To Tweet4. Redefine cultural fit.As a hiring professional, it is your job to look beyond the role description. You must look deeper than qualifications and plan a process that also screens for cultural fit. For example, I had a nonprofit client who was constantly recruiting for employees to provide round-the-clock care to their clients. We werent sure why people were leaving their organization, so we conducted a focus group with top performers and asked lots of questions about the work environment and what they enjoyed. W ith this knowledge, we were able to redesign their recruiting process to focus less on skill and more on organizational fit. We looked for clues in open-ended questions like Why are you applying for this job? and What do you know about our mission? This contributed to a reduction of turnover by 23 percent.Colleen Pfaller, Founder of A Slice of HR5. Face your own reputation.A client reached out to me with a need in their external reporting team. This was an experienced professional role with specific responsibilities in external financial reporting for a large, international, publicly-traded company. The role was open for 355 days.this time.Previously, the position came open about every 12 months or so due to high turnover. In the 355 days it was open, the company had reviewed over 150 candidates and the team had interviewed over 50 of those in person. Two offers had been rejected.There had been so much turnover on the team word got around in the market, especially within the network of likely candidates.When we were asked to help, we worked on changing the equation a bit. First, we candidly informed the HR and hiring teams of their market reputation. Then, we recommended something a bit different. Instead of running job ads (essentially telling the market that it was open again), we focused on sourcing good candidates. Also, we regained control over the narrative on why the role was open, describing the good, the bad, and the ugly before the rumor mill did. John Light, Partner at EvolvingTalentGroupWhen a job has high employeeturnover, you need to understand how it affects your reputation as a company.Click To Tweet6. Rethink the roles value.Is this a job that still needs doing? Employees want to feel challenged and necessary. Perhaps the job was once integral to the overall operation of the business, but because of technological advancements, it is now a shell of its former self. Maybe an analysis of tasks and outcomes is in order.Chris Chancey, Founder of Am plio Recruiting

Sunday, December 29, 2019

Five Ways to Motivate your Team to Harvest Low-Hanging Fruit

Five Ways to Motivate your Team to Harvest Low-Hanging FruitFive Ways to Motivate your Team to Harvest Low-Hanging FruitFive Ways to Motivate your Team to Harvest Low-Hanging Fruit Eden and Terri Long, authors of Low-Hanging Fruit 77 Eye-Opening Ways to Improve Productivity and Profits (Wiley, 2014)The best ideas to improve organizations come from engaging those closest to the work. Good ideas usually do elend just pop into peoples heads (unless they are in the shower, of course) they come as the result of many people throughout the company trying hard to see and solve problems.This may not require a lot of time, but it does require motivation. Creating and sustaining that motivation requires that your team have a personal desire to improve the company.Motivating managers is, by far, the single most important modul to growing earnings. The good news is that it is also the easiest to get right.1)Create an Idea-Based BudgetIf your annual budget process is a few months away, then use t hat as a great motivation to start now.You will be able to start your budget process already knowing that you have a large, new, source of funds. How great will it feel to start a budget process knowing that you have millions of new dollars already identified for the next yearInstead of the normal budgets that have holes (many quite gaping) that need to be filled, you will be starting out with a surplus that you are figuring out how to deploy.Even mora importantly, you will have achieved the holy grail of all CFOs a budget that is as solid as a rock. The key is to create an Idea-Based Budget.2)The Five Surprising Words I want everyone on board.Lately, executives have tended toward a more inclusive management style. Decisions are more often made collectively by a team rather than individually by the person in charge. And not just by a democratic vote. Many leaders now want unanimity.Leaders play more of a coaching role, than the star player role.But some leaders have gone too far. T he five surprising words that stop good executives from being great leaders are I want everyone on board.Decisions are stymied because leaders cede to some member of their team the right to veto. We see it often.Just one member out of 20 might not like the idea but the decision is just as dead as if all 20 of the team hated iteven if the boss likes itWhat they should not do is allow opinions without facts to substitute for their own good judgment. You should not delegate veto power to team members when their objections are just opinions like, I dont feel comfortable with this or I dont think it will work but I cant explain why or I just dont like this approach.3) If You Want the Money, Spend the Time For better or worse, the things that leaders personally engage in become the highest priorities for their teams. There is no substitute for your personal leadership to create focus and energy.Your team will follow your example. Your motivational e-mails, speeches, and memos can amplify your leadership by example, but they cannot ever replace it.When you walk the walk, you will find that you are doing so on a two-way street. In one direction, you are able to motivate managers through inspiration, passion, and expertise. Think coach.In the other direction, and just as important, your teams will teach you about what is really going on in the company, about the depth of your bench and the overlooked talent, about connections between divisions you had not realized, and about your real company culture.What you learn will change how you lead. It is similar to becoming an undercover boss, but without the cameras No PowerPoint presentations, no memos, no e-mails can substitute for learning directly from those closest to the work.4) Executive Motivators that Demotivate Everyone Else Hypocrisy is one of the best tools you have to demotivate your team.We are not against off-site meetings and retreats, but we are against wasting time and money. One executive decided to use hi s retreat as an exercise in motivation and problem solving He set up a contest to get the best ideas about where to hold a retreat that would be more fun, more productive, and less expensive than any past ones. He got many good ideas.One idea that was a huge hit was to replace a long, fancy dinner with dinner at a local dive (think the Food Networks Diners, Drive-ins and Dives) that was unique, had great food, and was very inexpensive.That was truly walking the walk5) The Corporate Imposter SyndromeHow often have you heard a manager say, weve looked into that when given a suggestion. Often times, this is merely a covert dismissal of an idea from someone outside the immediate team.This syndrome is remarkably easy to banish.First, acknowledge this fear frequently and loudly before you ask everyone to find new problems to solve. Second, leaders should make it clear that they believe that the best-performing managers do better than poorly-performing managers at finding more. Why? Great managers are better at motivating their teams, at finding and fixing problems, and at getting decisions made.Third, make sure that you sincerely commend people every time they reveal a new problem to solveExcerpted with permission of the publisher, Wiley, from Low-Hanging Fruit 77 Eye-Opening Ways to Improve Productivity and Profits by Jeremy Eden and Terri Long. Copyright (c) 2014 by Jeremy Eden and Terri Long. All rights reserved. This book is available at all bookstores and online booksellers.Author BiosJeremy Eden and Terri Long are the Co-CEOs of Harvest Earnings, an advisory services firm that helps companies to engage their employees in growing earnings and improving the customer experience. They have helped companies like PNC Financial, H.J. Heinz, and Manpower to reduce costs and increase revenues by millions of dollars. Jeremy has decades of consulting and performance improvement experience in business including at McKinsey Co. Terri was in the corporate banking world for eighteen years before joining Jeremy over a decade ago. They are based in Chicago.

Wednesday, December 25, 2019

5 Signs That a Company Offers Upward Mobility

5 Signs That a Company Offers Upward Mobility5 Signs That a Company Offers Upward Mobility If youre one of the 94 percent of employees who would stay at a company longer if it invested in their careers, you may be looking for signs of future advancement as you interview for new jobs. This isnt always easy to spot. However, there are a few clear signs that a company encourages upward mobility, according to the employees of AdRoll Group , a company that prioritizes developing (and retaining) their in-house talent.As you interview for your next big gig, take a closer look and ask the right questions, looking for the signs of a company that values upward mobility.Managers need to be your cheerleaders, while also challenging you to step outside of your comfort zone . This was apparent when talking with the AdRoll team about how their managers played crucial roles in their growth.Head of Customer Operations at AdRoll, Emma Gilroy, explains, We are genuinely motivated to develop people and see them grow. Even if I have a really amazing team, Im always looking at what each persons next step is. While I hate to lose them, Im always encouraging them to think beyond their current role.Along with guidance needs to be trust, according to Darragh Fitzpatrick, VP of Sales & Account Management, who said I think the area that was really powerful for me was the level of trust I was given. The thought was they knew me and Id proven that I could do this role, so I got a chance to move into new opportunities.A company that uses their top talent to berater up-and-coming staff shows that they value career development . As Head of Product Strategy at AdRoll, Larissa Licha was fortunate to have a top-level mentor at AdRoll, which made her take a completely different career path than she would have expected.During my first year, Valentino the companys CTO was a really key mentor Having mentorship and the company give me leverage to do things that are not my core com petencies, and motivate me to challenge myself, got me to a role that I never thought I would be exposed to. To find out whether this is an important part of the culture at the company youre considering, ask about mentorship during your interview.Communication is paramount to successful employee development - employees cant understand their strengths and weaknesses without the proper feedback . I have always been encouraged to give feedback and participate in the broader organization, says Licha. There are a lot of ways to learn from people in different departments.Participating in the feedback conversation was how Licha found her voice , which ultimately allowed her to progress in the company. However, she reminds, you cant just offer an opinion. I decided to be noisy about problems but also proactive about coming up with solutions, which gave me visibility.An organization with open communication that encourages feedback will help you understand your core competencies so that you can hone your skills and grow in your role.While leaders must encourage and challenge their team, they must also be accessible to their staff. Exposure to leadership equates to exposure to the big-picture goals of an organization, which helps you understand the company objectives, as well as where you fit and how you can make a difference moving forward.Just as the CTO mentored Licha, the other leaders of AdRoll were present for and inspired their staff. She explains I had exposure to leadership when I started, which gave me an important, broader perspective.If a company is transparent and leaders are intentionally available to staff, this helps in the overall advancement of the entire team.The mindset of growth needs to permeate an entire organization in order to inspire employees like yourself to take on new roles and progress in your career. Emma Gilroy explains AdRolls approach The people programs we have are really important, but I believe internal mobility stems from a genu ine interest in everyones growth and development. The best way I can describe it is we encourage employees to always be learning , and always be developing.John Shin, Lead Business Operations Manager at AdRoll, also says that he approaches everything with a growth mindset. The company rewards people who work really hard and are open to learning. Those attributes are valuable elements for success. Show your ability and desire to work within a growth mindset environment to find a company that will allow you to excel.Growth-focused companies want to attract top talent and develop them into future leaders . If you want to find an organization that celebrates internal mobility and career growth, use these insider tips to find the right match.

Friday, December 20, 2019

Your Guide to Your First Week on the Job - The Muse

Your Guide to Your First Week on the Job - The MuseYour Guide to Your First Week on the Job You walk through the revolving door of the lobby toward the elevator, soaking in your surroundings- theres not a familiar face in the building. You straighten out your suit, press 12, and take a deep breath Once those doors re-open, your first week of work will officially begin.Whether its your first position or your fifth, those first few days on the job can be more than a little intimidating. But with these key rules, you can get comfortable in your new surroundings, get up to speed quickly, and get off on the right foot with your new boss and co-workersDo Be a SpongeOne of your most important duties your first week is absorbing everything. Getting to know your companys culture, the working and communication styles of your teammates, the schwierigkeit projects, bro politics, and department or company-wide goals means that youll be able to start your real work sooner (and be more effective wh en you do).So, go to the new hire orientation, sign up for professional development classes, and attend all the team and office meetings you can, even if youre not yet sure whats going on or they dont 100% pertain to your work. Also join in on the informal events. If you get asked to lunch, happy hour, or the office softball league(either as a participant or onlooker), say yes. Its a great way to meet people, and it shows that youre excited to be part of the team.Dont Overcommit YourselfDo be careful, though, to balance your schedule- you want to have plenty of time to learn the ropes from your desk. The last thing you want is to look like you have too much to juggle, seem overwhelmed, or show up late to a commitment because youre stuck somewhere else.Do Ask QuestionsAs you learn about new processes, projects, and people, dont be afraid to ask questions. You need to get up to speed, and people will expect it from the new part on the team. Also take down detailed notes about everythi ng you learn, even if it seems simple. Your brain is going to be on overload this week, and writing everything down will make sure you dont have to ask the same question twice.Dont Be Afraid to Speak UpAt the same time, dont be afraid to contribute and add value- you do want to reinforce that youre the right person for the job No, you wont know everything (nor should you act like you do), but you can make suggestions in team meetings or brainstorming sessions, or ask questions like, Has this been tried before? And if you have a skill or ability that youve been hired to bring to the team, pipe up and share that knowledge. But be careful to read your audience. You dont want to come on like gangbusters or step on someones toes.Do Offer to HelpThere may be some down time during your first few days on the job as your boss and team adjust to having you there. But dont sit around waiting for others to figure out tasks for you- volunteer to help your new teammates on a project. Youll show i nitiative, youll build rapport with your boss and co-workers, and youll learn about expectations, procedures, and how things are done.Dont Turn Down Help or AdviceIf your boss or co-workers give you advice or offer to help you with a task or project, take them up on it- yes, even if youre totally capable of handling things yourself. Its a great way to bond with your office mates, plus you may get valuable insight into the companys expectations or a more efficient way to do the work youll be given.Do Find a MentorIt never hurts to have an experienced, knowledgeable, successful professional to bounce ideas off of and be groomed by, but its especially useful when youre the newbie. Look around. Who are the stars of the organization- the ones who radiate likability, confidence, and initiative? Introduce yourself, and pick their brains.Dont Rely Only on Your New MentorUndoubtedly, the people who make you feel most comfortable will become your go-tos as you navigate your first week. But re member the time it takes for people to help you out is time being taken away from their own tasks. Be sensitive to this by trying to figure things out for yourself first, asking a variety of people when you do have questions, and showing appreciation for everyone who helps you out.Do Keep Your Boss InformedThroughout the week, ask for periodic meetings with your boss (instead of popping in her office for every question you have). In addition to getting her direction on projects and tasks, you should use this time to update her on what youre learning and who youre meeting with.Ask questions like Are there additional tasks I should be taking on or skills I should be learning? and Can you give me feedback on the project I just completed? to show initiative, but also do a lot of listening, too. Your boss feedback and insight is going to be one of your greatest resources at this point- after all, youre going to be spending the next weeks, months, and maybe even years working for her, and learning how she thinks early on will serve you well.Dont Compare Everything to Your Last JobSurely you could rattle off things you loved (or loathed) about your last job and how this position compares- but dont You want to give yourself every opportunity to shine, and that means keeping your initial first week impressions to yourself. Youre in a new place, and this is a new opportunity, so embrace it and move forward

Sunday, December 15, 2019

How to Answer Interview Questions About Anger at Work

How to Answer Interview Questions About Anger at WorkHow to Answer Interview Questions About Anger at WorkWhen interviewers ask, When welches the last time you were angry? What happened? they want to know how you might handle stressful situations at work. The real meaning of the word angry to an interviewer is a loss of control, and its important to know that you can handle difficult situations while remaining professional. In your response, you should share a moment when you felt angry at work, but make sure the experience, and your reaction to it, does notlage reflect poorly upon you. How to Answer As well as asking about the last time you were angry, you may hear the similarinterview question,What makes you angry? Your answer to any question about anger should contain two components. First, describe the particular situation that frustrated you, and then explain how you handled that situation. The situation should be work-related, and not sohonigweinhing that happened in your p ersonal life. Keep your explanation brief and to the point. When describing the situation, avoid heated words like hate or even angry. Instead, use less intense words to describe your anger, like frustrated or disappointed. This will emphasize that you are not one to lose control in a difficult scenario. As you answer, keep your tone even or light - that is, you dont want to seem fired up just recounting the situation. Try to select a situation that does not involve a previous boss or manager, as this will make you appear to be an easily disgruntled employee. Similarly, while it is fine to mention being frustrated by someones unprofessional behavior or a difficult situation, do not spend too much time blaming or attacking someone else in your answer. Its also not to your advantage to mention something that could portray you in a bad light or something so minor and petty. Your interviewer might wonder why it riled you up. Briefly mention the behavior or event that bothered you, and then move on to the solution. Make sure to explain how you handled the situation, with an emphasis on your calm, professional manner in dealing with it. For example, if you were frustrated by an employees behavior, explain how you met with him or her and provided constructive feedback that led to a positive change in their actions. Another option for answering this question is to say that you typically do not get angry at work. This demonstrates both that you do not lose control at work and that you realize that kind of behavior is inappropriate. However, after explaining this, you should still describe a time when you were frustrated or disappointed by something at work, and how you handled it. To deny that you ever become frustrated would make you appear insincere. The STAR approach can be a real asset in formulating your response to these types of questions. Examples of the Best Answers I try to look at every situation from an analytical perspective, and not let my emotions d ictate my actions. I have had employees in the past whose professionalism has been questionable, and who have not met the requirements of the job. In those situations, I have found that the best policy is to be honest about the issues and offer clear strategies for improvement.I dont think anger is an appropriate workplace emotion. I have dealt with situations that I found frustrating for example, I had a coworker who was very confrontational in her written and oral communication. I felt like I was constantly being criticized for things beyond my control. I sat down with her and talked about ways that we could improve our communication. After having that calm, productive conversation, our relationship as co-workers improved greatly, and we actually became collaborators on a number of successful projects. Anger to me means loss of control. I dont lose control. When I get stressed, I step back, take a deep breath, thoughtfully think through the situation and then begin to formulate a plan of action. For instance, when I am given multiple projects to complete in a short amount of time, I come up with a strategy for how to complete the work in a steady, methodical manner that will not overwhelm me.When I was working on a major project with a team, I got frustrated when one team member failed to deliver an asset on schedule, after promising it would be ready. I took a moment to walk around the block, then invited the team member out for coffee to talk about what happened and how I could help. My approach focused on how can we fix this in the future rather than on the many ways the co-worker messed up. I was glad I took the time to chill out since it turned out my co-worker was dealing with serious personal health issues and unforgiving deadlines from several other projects.