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Terry's Original Quote Keepers

A minute of silence can be more productive than an hour of debate.
~Terry Braverman

Arrest yourself when under the influence of a negative thought.
~Terry Braverman

Give me levity, or give me death!
~Terry Braverman

An intimate relationship is the ultimate training.
~Terry Braverman

Clarity of purpose is the ultimate decongestant.
~Terry Braverman

Faith keeps the voice of fear out of your ear.
~Terry Braverman

Peace begins between your ears.
~Terry Braverman

Peace begins between your ears.
~Terry Braverman

Be patient, before you become a patient.
~Terry Braverman

Over-analysis causes paralysis.
~Terry Braverman

May the 'farce' be with you.
~Terry Braverman

Plan some time to be spontaneous.
~Terry Braverman

Laugh at yourself, and you will always be amused.
~Terry Braverman

Imagination sharpens the dull blade of routine.
~Terry Braverman

Inquisitiveness cures boredom; nothing cures inquisitiveness.
~Terry Braverman

Feed your soul, starve your worries.
~Terry Braverman

Avoid time in the Tower of Babble.
~Terry Braverman

Release any false sense of insecurity.
~Terry Braverman

Life is a fantasy, made real by our thoughts.
~Terry Braverman

Retirement Security Fueled by Global Uncertainty

Quote for the Week: "According to your latest social security income projections, if you retire today, you can live reasonably well until 5 p.m. tomorrow."
— Dave Erhard



The 2013/2014 Global Benefit Attitudes Study examines how employees' preferences for retirement security affect their financial priorities and retirement planning, what makes them join an organization and what makes them stay, and the kind of benefits they desire.

 

The research was conducted in 12 countries, and the survey was completed by 22,347 employees representing all job levels and major industry sectors.

 

For large numbers of employees around the world, retirement security has become a higher priority. Employees in India, Brazil, Caazil, Canada and the U.S. lead the world in concern about retirement security, while it is less of a priority in Japan.

 

Retirement security has become a more important issue for me over the last two or three years (those choosing “agree” or “strongly agree").

 

 

In all countries, employees prefer more generous retirement benefits over higher pay when the benefits are guaranteed.

 

Employees in Mexico, Chile, India, China and Australia lead all others.

 

If your employer offered the choice between the following, which would you choose?




(Courtesy of www.towerswatson.com)

 

This shows that people have clear concerns about their retirement. They do not feel sufficiently prepared and, worryingly, they are not acting on it. For more information, recommendations and solutions, check out the 2014  Retirement Readiness Survey at: http://www.aegon.com

 

 

 

 

 

 

 

 

 

 

Myers-Briggs: Meaningless?

Quote for the Week: “The one size fits all approach of standardized testing is convenient but lazy." - James Dyson



MYERS-BRIGGS: MEANINGLESS?




The Myers-Briggs Type Indicator is probably the most widely used personality test in the world. An estimated 2million people take it annually, at the behest of corporate HR departments, colleges, and even government agencies. The company that makes and markets the test makes somewhere around $20 million each year.

 

The only problem? The test is completely meaningless.
"There's just no evidence behind it," says Adam Grant, an organizational psychologist at the University of Pennsylvania. "The characteristics measured by the test have almost no predictive power on how happy you'll be in a situation, how you'll perform at your job, or how happy you'll be in your marriage."



The test claims that, based on 93 questions, it can group all the people of the world into 16 different discrete "types" — and in doing so, serve as "a powerful framework for building better relationships, driving positive change, harnessing innovation, and achieving excellence." Most of the faithful think of it primarily as a tool for telling you your proper career choice.



But the test was developed in the 1940s based off the untested theories of an outdated analytical psychologist named Carl Jung, and is now thoroughly disregarded by the psychology community. Even Jung warned that his personality "types" were just rough tendencies he'd observed, rather than strict classifications. Several analysis have shown the test is totally ineffective at predicting people's success in various jobs, and that about half of the people who take it twice get different results each time.



Yet you've probably heard people telling you that they're an ENFJ (extraverted intuitive feeling judging), an INTP (introverted intuitive thinking perceiving), or another one of the 16 types drawn from his work, and you may have even been given this test in a professional setting. Here's an explanation of why these labels are so meaningless — and why no organization in the 21st century should rely on the test for anything.



In 1921, Jung published the book Psychological Types. In it, he put forth a few different interesting, unsupported theories on how the human brain operates.



Among other things, he explained that humans fall roughly into two main types: perceivers and judgers. The former group could be further split into people who prefer  sensing and others who prefer intuiting, while the latter could be split into thinkers and feelers, making for a total of four types of people. All four types, additionally, could be divided based on attitudes, into introverts and extraverts (Jung's spelling). These categories, though, were approximate: "Every individual is an exception to the rule," Jung wrote.



Even these rough categories, though, didn't come out of controlled experiments or data. "This was before psychology was an empirical science," says Grant, the Penn psychologist. "Jung literally made these up based on his own experiences." But Jung's influence on the early field was enormous, and this idea of "types" in particular caught on.



Jung's principles were later adapted into a test by Katherine Briggs and her daughter Isabel Briggs Myers, a pair of Americans who had no formal training in psychology. To learn the techniques of test-making and statistical analysis, Briggs worked with Edward Hay, an HR manager for a Philadelphia bank.



They began testing their "Type Indicator" in 1942. It copied Jung's types, but slightly altered the terminology, and modified it so that a person was assigned one possibility or the other in all four categories, based on their answers to a series of two-choice questions.



Raise two (the number of possibilities in each category) to the fourth power (the number of categories) and you get 16: the different types of people there apparently are in the world. Myers and Briggs gave titles to each of these types, like the Executive, the Caregiver, the Scientist, and the Idealist.



The test has grown enormously in popularity over the years — especially since it was taken over by the company CPP in 1975 — but has changed little. It still assigns you a four-letter type to represent which result you got in each of the four categories:



With most traits, humans fall on different points along a spectrum. If you ask people whether they prefer to think or feel, or whether they prefer to judge or perceive, the majority will tell you a little of both. Jung himself admitted as much, noting that the binaries were useful ways of thinking about people, but writing that "there is no such thing as a pure extravert or a pure introvert. Such a man would be in the lunatic asylum."



But the test is built entirely around the basis that people are all one or the other. It arrives at the conclusion by giving people questions such as, "You tend to sympathize with other people" and offering them only two blunt answers: "yes" or "no."



If private companies want to throw their money away on the Myers-Briggs, that's their prerogative. But about 200 Federal agencies reportedly waste money on the test too, including the State Department and the CIA. The military in particular relies heavily on the Myers-Briggs, and the EPA has given it to about a quarter of its 17,000 employees.



It's 2014. Thousands of professional psychologists have evaluated the century-old Myers-Briggs, found it to be inaccurate and arbitrary, and devised better systems for evaluating personality. Let's stop using this outdated measure — which has about as much scientific validity as your astrological sign — and move on to something else.



(Article written by Joseph Stromberg, www.vox.com, July 15, 2014)

 

 

 

 

 

 

 

 

 

 

Building Employee Confidence

Quote for the Week: “Inaction breeds doubt and fear. Action breeds confidence and courage. If you want to conquer fear, do not sit home and think about it. Go out and get busy.” – Dale Carnegie

 

 

In this week's Linked-In HR Group Forum, the question of how best to build employee confidence was presented to group members. Some of the best feedback here:
 
  
"How does a child get enough confidence to walk? You have to crawl before you walk and walk before you run.
 

I believe the biggest problem companies run into is not realizing their employees are human. The have feelings and fears they need to over come. Let them explore in areas that interest them. If they are allowed to "walk" before they "run", falling occasionally along the way, they will find their confidence and do amazing things." Tom S.


"In my opinion, the most important factor in building up the confidence of employees is consistent and constructive feedback. If an employee knows what tasks are being performed well and opportunities for improvement, most will flourish and continue to grow. Similarly, employees that are advised of areas of concern, coupled with meaningful coaching and training, will naturally gain confidence as they learn and adapt.


Consistency is the key. Employees that report to me know that I give consistent feedback with the goals being (a) recognition; (b) encouragement; (c) performance improvement; and (d) continuing training. Another important factor is empowerment. Employees that are empowered to do their jobs consistent with their training, education and experience will more likely than not exude confidence. On the other hand, employees that are second-guessed, hamstrung or -- even worse -- berated for errors will have their confidence sink.


Finally, be accessible to provide answers and training. Employees that know they can ask questions without fear of negative feedback or energy are more likely to do so. When you give answers provide the "why" and not just the "how." If the context is right, provide the critical thinking that you engaged in to provide the answer. Perhaps, the employee will model that same thinking in working future problems." Paul A.


 "I have tried to ensure employees understand they can make decisions. If am employee can make a local decision and they will receive the support of management, that goes a long way to building confidence. If the decision was the wrong decision, that's okay, but you need to learn from it.
 

Also, everyone likes praise. You may feel that the praise is small to you, but to the employee it may mean everything. But don't praise everything as it will loose it's effectiveness. Small victories win the battle." John A
 
 

Healthcare Going Mobile?

QUOTE OF THE WEEK: "We need to bring the exam room to where the patients are." - Dr. Jay Sanders, telemedicine pioneer

 

Mobile technology is on the cusp of creating unprecedented change in the U.S. healthcare industry. Despite its potential for improving communications and workflow, the pace of mHealth (as the new field is known) has been slothful compared with other industries. However, the scenario is slowly changing, pitting healthcare's complex and costly rigors against the technology's increasingly widespread acceptance and use.



Information privacy and security concerns loom large as impediments. Despite these hurdles, will mobile technology —from texting to imagery sharing in telemedicine consultations and mobile access to electronic health records—keep progressing? Will it reduce costs and improve clinical results by instantly lending health-enhancing information at defining moments? Will patients routinely discharge from the hospital with apps linking them to their providers? Will mobile healthcare ultimately live up to its promise?



The answer lies in how motivated organizations are to invest in technology and training. Much depends on whether there is adequate return on investment (ROI), which includes increased consumer satisfaction. Healthcare providers are notoriously slow to measure technology ROI. For every major academic medical center with massive resources and sophisticated systems, there are thousands of small hospitals and clinics continuing to rely on costly, error-prone manual paperwork, outdated administrative procedures and basic computer hardware and software capabilities. But with competition intensifying, administrators must satisfy patient and clinician expectations, and mobile technology is already a fundamental part of most Americans' lifestyles.  Tech industry giants like Google, Samsung, and Apple have all announced ambitious health care integration plans with mobile devices this year.



The aim of making patient information accessible on mobile devices is to boost the efficiency and quality of care delivery with more timely, potentially life-saving treatment interventions. This is a tall task given a convoluted environment regulated by stringent privacy and security compliance guidelines. Healthcare institutions continue to grapple with how best to adopt mobile technology and transform care in an industry that has been especially resistant to change.



Taking the current temperature on this issue are researchers from Healthcare Dive and Spok, who surveyed almost 250 senior healthcare service providers about mobility in their healthcare systems. Most were administrators, but physicians, nurses and clinical staff represented nearly two in 10 respondents to the survey; nearly one in 10 respondents were information technology (IT) professionals. Most of the respondents' organizations were fairly large, ranging from 100 to 500-plus beds.



Healthcare organizations' most common use of mobility (59%) is for mobile access to electronic health records (EHRs). This is followed closely by paging (55%), secure texting (42%), and telemedicine consultations with other providers (35%). By far, healthcare organizations' most common uses of mobile technology to communicate with patients are email (60%) and the online patient portal (55%). Next comes text messaging (32%), with mobile apps and telemedicine consultations at 23%. Its use for home monitoring is below 20%.



As for staff clinicians, nearly two-thirds of healthcare organizations issue mobile phones to them, and most (53%) also issue laptops. About four in 10 organizations issue pagers to clinicians, and 35% issue tablets. Only 13% of organizations don't provide some type of mobile device to clinicians at this point in time.



Nearly three-quarters of healthcare organizations expect to expand the use of mobile technology in the next year, and just shy of 50% are increasing their budgets for it. However, perhaps because of uncertainty over Obamacare's upcoming second year of health insurance exchanges, nearly one-third of organizations don't know whether their budgets for mobile technology will increase in the next year.



Hospitals are starting to outgrow their isolated brick and mortar facilities predicated on heavy inpatient volume to becoming focused more on outpatient services and remote health management intervention. The Affordable Care Act (ACA), by covering previously uninsured Americans and expanding Medicaid, was intended to provide better access to primary care services and reduce unnecessary emergency room use. But many hospitals have documented more ER crowding since the ACA's exchanges initiated coverage in 2014. As a result, hospitals are competing to become (or remain) part of exchange plans' increasingly narrow networks, participating in new care delivery models such as accountable care organizations and trying to comply with ever-changing reform regulations. All this uncertainty could put implementation of mobile health on hold.



For complete survey results: Survey report 2014

 

 


 

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