Worksite wellness programs and prevention are sound ideas whose time has definitely come. Wellness is more fun and costs far less than treating disease. Studies suggest that for every $1 invested in a worksite wellness programs, a company saves $3 to $5 in health and safety costs. Organizations that invest in wellness programs might reap the financial incentives through savings on medical care costs, disability pay, rates of absenteeism, turnover and safety problems.

But, what about a small business with 25 or less employees? Businesses of this size may be the most in need of a wellness program. Small businesses are the hardest hit by health insurance costs and often suffer more with frequent absenteeism or lack of productivity. Unlike larger businesses, small businesses owners frequently lack the resources to provide worksite wellness programs that feature such offerings as on-site fitness centers or customized on-line support – but that doesn’t mean that a wellness program can’t be implemented.

Many of our local small businesses understand the advantages of providing a wellness program and have created dynamic programs that work well within their business model.

To recognize the work and progress of our small businesses, The Chamber’s Health Care Team created a new Small Business Healthy Business Bloomington Designation application especially designed for those businesses with 25 or less employees. The new small business application was introduced at our February Healthy Business Bloomington Breakfast & Wellness Showcase and we’re excited to add more names of businesses to the growing list of those recognized with a Healthy Business Bloomington designation.

Every initiative – whether it’s a new diet or a new fitness regime – begins with a pledge to begin. To help businesses take their first steps towards a healthier workplace, The Health Care Team also created a new Worksite Wellness Pledge which includes simple steps a business pledges to implement as part of their worksite wellness program. The simple act of signing this pledge signals the beginning of the wellness process for both the organization and the employees. Signing the Worksite Wellness Pledge is a great way to jump start a health and wellness program for your employees.

The bottom line is that workplace wellness programs can and do benefit any size business — small or large. Since 82 % of the United States population is linked in some way to a worksite, and because employees spend a minimum of about 200 hours a month at work, the impact of a worksite wellness program can be far-reaching.

If you already have a worksite wellness program in place – we applaud your efforts and hope you will download a Healthy Business Bloomington Designation application. Please utilize the resources found throughout our community and at The Chamber’s website under our Healthy Business Bloomington section. If you don’t currently have a wellness program, I encourage you to take a closer look at how some simple, healthier changes can make a major difference within your organization. Please download a copy of our new Worksite Wellness Pledge and use that as your first step towards better health. Together, we will build healthier businesses and a healthier community.

Please visit: www.ChamberBloomington.org for more information.

Don’t pretend it never happened. Rule number one: don’t ignore the existence of a problem. If you’re not willing to acknowledge your mess-ups, it’s impossible to move forward.

Don’t make excuses. It is undoubtedly obvious that your failure was an accident, so there’s no need to defend your actions. Admit the failure to yourself and your co-workers, apologize for your mistakes, and let your peers know that you’re working to prevent any future occurrences.

Don’t confuse a failed goal for a failed person. While a defeat is hard to accept, one failure doesn’t make you a failure. Keeping a positive attitude is key. Your goal should be to make up for your shortfalls with even greater success in the future.

Don’t forget that you’re not alone. Everyone fails. It happens to the best of us. Remember that even the most successful businesspeople have failed countless times throughout their careers.

Don’t ignore the bigger picture. Keep in mind that life is all about the lessons you learn. Turn your failures into successes by stepping back to analyze the positive aspects of the situation.

Adapted from “Five Rules to Rebound from Failure,” Bill Bartmann, Entrepreneur.com

Why now? Because despite the heated rhetoric of an election year, Realtors^® remain focused on homeownership, housing and real estate issues; we know that the challenges our country faces aren’t going away after November. We believe that everyone should have the opportunity to pursue the American dream of homeownership, and we will fight against obstacles that make it more difficult for people to buy, own and invest in real estate.

I’ve practiced real estate here in Monroe and Owen counties for 8 years. During that time, I’ve had the privilege of helping hundreds of families invest in their futures through homeownership. Over the past few years, however, I’ve also seen buyers with good jobs and strong credit histories turned down for loans; hard-working families who are unable to refinance into lower monthly mortgage payments; and people lose their homes to foreclosure because their bank was too slow to process a short sale.

There are some who say we should turn our backs on homeownership – that the government should step away from insuring and purchasing mortgages, that homeowners shouldn’t be able to take advantage of certain tax benefits, and that maybe owning a home isn’t all it’s cracked up to be, after all.

There’s no doubt that homeownership isn’t for everyone. The decision to own a home is a very personal one. But there’s a reason we’re a nation of homeowners, by-and-large. Franklin Delano Roosevelt said, “A nation of homeowners is unconquerable.” That’s because homeownership fosters stronger communities, creates social stability, and contributes to a strong economy.

Yes, Realtors^® sell real estate, and cynics may view our efforts as self-serving. But in doing our jobs, we help people into homes that give them shelter, a sense of community, and the opportunity to build financial security over the long term. We help businesses find homes, too; commercial real estate is just as much a part of the fabric of our local economy as are homes for families.

As we look to America’s future, we must not lose sight of the values that helped make our country strong in the first place. Realtors^® want our country’s current and future leaders to understand the vital role that real estate plays in both the long- and short-term health of this nation. And that’s why I’m going to Washington.

Brian Thompson

President, Bloomington Board of Realtors®

If your business is filled with disengaged employees, who do their eight to five but are “checked out” mentally from their work, you’re losing money.

In a recent Gallup employee survey, it’s estimated that employee disengagement costs businesses $328 billion every year, with national trends estimating that an employee’s lost productivity could cost 34 percent per $10,000 of their salary.

The implication of employees becoming disengaged in their work has far reaching affects that should cause concern for business leaders. Engaged employees are more productive, more profitable, and more likely to stay longer with your company. So what can business leaders do to make sure they aren’t losing ground, and potentially profit, by having a company full of employees who have “checked out”?

Encourage Learning
Employees are looking to grow their knowledge and understanding of their industry or field, and an employer who fosters an environment of learning means employees are likely to stay. According to the Corporate Executive Board, a research and business consultation company, employees who are engaged are 87 percent less likely to leave their companies than disengaged employees. With a job market that is beginning to rebound, it’s likely that your top employees will receive interest from other businesses. When your organization offers opportunities for employees to participate in industry-related associations, attend conferences to add to their skill sets, or encourages further education with incentives, you’re building a company for the future. Mentor and future leadership programs are also a great way to create loyalty among workers.

Live Your Values
Companies that lack a set of clearly defined values that are lived and breathed by the entire organization are missing out on a facet of business that can attract, and keep, the most talented and dedicated employees. This type of organizational culture must start at the top and be present in every level of leadership down the chain of command for it to make a significant impact. The next generation of workers is looking for employers who are not only passionate about their business, but who also clearly live the values they have defined as important to them. Recruiting and keeping the youngest and brightest minds in your field will take more than just an attractive salary and benefits package. It will mean holding your co-workers and yourself accountable for living up to the values laid out by the leaders of the company.

Recognize and Reward
Studies have consistently shown that turnover is hurting small businesses, costing as much as 60 percent of an employee’s annual salary according to the Society for Human Resource Management, and when employees aren’t feeling recognized for their work, they are prone to leave. You can battle this common business cost by implementing a system that promotes frequent employee recognition with verbal and written communications, as well as rewards that will show your gratitude for a job well done. Businesses should also take advantage of performance reviews and provide regular feedback to employees as they make improvements on their past reviews.

Take a look at your current workforce. Is your business filled with employees who will work hard to see the company succeed even in difficult economic or uncertain times? If you haven’t considered the cost of disengaged employees, don’t go another day without considering how you can make sure it doesn’t negatively impact your business.

For More Info:
Tim Tucker, franchise owner
Express Employment Professionals
812-333-6210
Tim.tucker@expresspros.com

These days we’re all “busy bees.” We juggle countless social and professional responsibilities, and the pressure of maintaining a perfect work-life balance can be overwhelming at times. But are we really as busy as we think we are? We’re actually all plagued by BBS—busy bee syndrome. Our vision is clouded by the false illusions our to-do lists and day planners create. They may be overflowing with tasks and commitments, but many may be insignificant or require minimal time. While busy bee syndrome isn’t a legitimate ailment, evidence from the American Time Use Survey by the Bureau of Labor Statistics suggests that exaggeration of one’s workload is a common problem.

Let’s face it, whether proud of it or not, most of us are highly competitive. There’s no denying the feeling of pride that accompanies excellence. Along the same lines, we also enjoy the reception of sympathy from our peers. We complain about our lack of sleep and how jam-packed our schedules are, and we use this as a source of competition. We embellish our stories and exaggerate our time constraints, and the knowledge that we’re the busiest is oddly satisfying. What is this competition truly accomplishing, though? When fibbing to others, we’re also essentially lying to ourselves about how we truly spend our days.

It’s time for us to accept the truth about time. We must hold ourselves accountable for our actions and focus on the conservation of our most precious resource.

Here are some secrets to discovering time management weaknesses:

Be honest with yourself. The first step to recovery is admitting you have a problem, right? The easiest way to fully assess your time crunch is to keep a journal. Don’t worry, this isn’t your average elementary-esque diary. It’s a time log. Record your daily activities in list form—no mushy musings necessary. The few minutes we spend taking small breaks or checking various social media websites are more significant than we realize. Just three six-minute breaks interspersed throughout each day add up to over two hours each week. If we’re truly as busy as we claim, those two hours can be spent much more efficiently. By keeping track of your time, you create a system for analyzing productivity. At the end of the day, group your tasks into categories such as “travel,” “work,” and “personal,” and sum the corresponding amounts of time. Compare these totals and ask yourself, “Am I devoting too much/little of my time to this area?”

Be honest with your peers. Once you’ve realized the full scope of your internal dishonesty, you can move on to the next step: admitting the truth to your peers. While we’re working on personal improvement here, there’s no need to admit past transgressions to anyone other than ourselves. Our main focus is moving forward. Remember that no one likes a “one-upper,” those annoying people who always have a better story or a longer list of tasks to complete. Fight the urge to offer up a competing grievance when a peer shares a complaint with you. Simply acknowledge their struggles and share your sympathy. Your workload most likely feels more burdensome to you than it may appear to others, and excessive complaints can become annoying. All in all, try to remain humble. Don’t forget, productivity and efficiency are key. Complaints waste precious time! 

Adapted from, “Are You As Busy As You Think?” Laura Vanderkam, Online.WSJ.com

Keep these tactics in mind when scathing remarks are thrown your way:

1.    Don’t overreact. Try to remain calm, and remember to control your anger. Fighting back will only worsen the already unfortunate situation. Any unprofessional responses should be saved for an appropriate time or place, behind closed doors. Don’t forget that there is no room for a personal problem in a professional environment.

2.    Seek an impartial opinion. Confide in a close friend or loved one who is far removed from the situation. You may find difficulty in determining what you can learn from a particular encounter because of your emotional investment. An unbiased confidant will be willing and able to pick out the potential positive aspects and offer advice on how to proceed.

3.    Remain focused on your ultimate goal. Remember that you and your peers are working for the same company. Your short-term initiatives should be complementary, and your long-term objectives should be highly similar, if not exactly the same. Personal conflicts must always be put aside, not only for the betterment of the company, but also for the advancement of your career.

4.    Keep a positive attitude. You’re learning. You’re moving forward. You’re succeeding. These are all good things. Don’t let a string of negative remarks distract you from your work. If your critics see that their words can’t affect you, the verbal attacks will lose their appeal.

5.    Evaluate yourself. Be aware of your strengths and your weaknesses. Capitalize on the assets, and work diligently to minimize the shortcomings. If you’re already conscious of your faults, statements of criticism will have a much lesser impact.

While it’s important to shield yourself from the negative effects of criticism, you must remain open to the learning experiences such an opportunity may present. Even though the disapproval may prove difficult to accept, the benefits that can ultimately be gained will be long-lasting and significant.

Adapted from “How to Deal With Really Tough Criticism: Five Steps,” Christine M. Riordan, Forbes.com

A friend of mine, who is one of the most brilliant people I’ve ever met, unfortunately has very poor communication skills. Even as an honors student, the one subject in school that she never quite seemed to grasp was English. Her intelligence has gotten her far, but she is slowly realizing that she really must sharpen her grammar knowledge in order to be taken seriously.

Grammar is the foundation for communication, but another skill that must be mastered is presentation. Even proficiency in written communication is not enough to compete with the best these days. In order to stand out in a sea of cookie-cutter professionals, one must convey these skills through writing, express them verbally, and finally put them into action. The difficult part here is the verbal presentation. Even the most skilled individuals can appear to be unintelligent through the use of ineffective communication styles. The trick is to convince those around you of your knowledgeability.

Here are some questions to ask yourself when evaluating your communication skills:

How did people react when I spoke? The effectiveness of communication can be easily determined from initial reactions. If colleagues respond negatively or meet your contributions with criticism, your delivery could probably use some work. Positive reactions signal effective portrayal.

Did I make my point? If you are successful in your communications, co-workers will listen carefully and they will take your views into consideration. If you leave meetings feeling as if your point was not accurately conveyed or as if you could have said more to express your thoughts, the chances that others fully grasped your initiative are slim to none.

Did people respect my opinions? Co-workers won’t waste any time on ineffective arguments. Superior ideas will immediately be presented and meetings will move forward quickly from points they perceive to be invalid. If your ideas are generally held in high esteem, others will ask for your thoughts.

If you feel as if your methods of communication don’t quite measure up to those around you, it’s definitely worth the time and effort to reevaluate your techniques. Your peers and your career will surely realize the benefits.

Adapted from “5 Ways to Determine If Your Communication Style is Hurting Your Career,” Kathy Caprino, Forbes.com

A mentor once told me to “work smart, not hard,” and I initially pushed the thought aside in order to do just what he was cautioning me to avoid. It seemed like such an obvious and simple concept that I automatically assumed I was already applying it to my work. It wasn’t until that night as I was mulling over the happenings of my day before bed that I finally came to a realization:  I wasn’t as “smart” as I had previously thought. I had spent my day working through tasks that could have been more easily completed by someone else. It will forever be a struggle of mine to delegate tasks to others and to further prioritize those that I am best suited to complete.

Taking on too much at once creates a sense of what John Kotter, chief innovation officer of Kotter International, calls “false urgency” in a contribution to Forbes’ website. This illusion of a critical situation is essentially a response to the stress created by an overwhelming amount of work looming in the future. We must learn to recognize legitimate urgency for what it truly is and to adjust accordingly. Too much activity is a breeding ground for anxiety, which can only lead to more substantial problems.

Some keys to working smart include:

1. Prioritize – Keep a complete list of tasks that you must complete. Even keeping track of the smallest duties can help you effectively plan your day. Try using word processing software or to-do list applications so you can easily delete and reorder items, and arrange these items in reverse order of due date. Especially crucial tasks should be highlighted and possibly moved to the top of the list.

2. Delegate – It is often horribly difficult to pass work onto others. We can only completely trust ourselves to get the job done correctly, right? While this may be true, certain tasks must be prioritized and entrusted to the care of others for the sake of time. It’s okay to keep a watchful eye out at first, but try to build trust with peers. Learn their specific strengths and make assignments accordingly.

3. Organize – An effective presentation is one that is structured and streamlined. Basically, get to the main point quickly. The minds of busy colleagues are likely to wander should you include heaps of meaningless “fluff” in your argument. Time wasted on an unorganized mess with an unclear objective can be better spent on issues that truly matter.

4. Evaluate – Take the time to step back from your projects, and ask yourself, “Is this really necessary?” Are you making progress? Is your work truly accomplishing something beneficial? By eliminating things that are irrelevant or insignificant, you can find more time in your hectic schedule to devote to what really matters. Remember, it’s okay to take shortcuts as long as you don’t let the quality of your work suffer.

In summary, keep things simple. Work smart, not hard, and never lose focus on the ultimate goal.

Adapted from, “Why Busy Work Doesn’t Work,” John Kotter, Forbes.com

Okay.  It’s no secret my friend is a bit of an introvert. He doesn’t feel compelled to fill silence with small talk just to hear himself speak. Nor is he a pseudo-intellectual who wants to dazzle you with his brilliance by spouting off facts and data he memorized. He’s just a very intelligent man with a wealth of knowledge and experience that is cushioned by a strong work ethic and a warm personality. He treats people the way he wants to be treated, and understands the importance of feedback…whether it’s positive or about an area that can be improved upon.

So does this make him less than a leader?

Having been a product of the corporate world for more than 24 years, I remember all too well the colleagues with the big titles who sat at the executive table and raised their voices (loudly) to make a point. Sometimes a fist would bang or a door would be slammed as they stormed out of meetings. Often a caustic remark was interjected as the decibels increased.

I’ll give you, that kind of behavior doesn’t speak well of the corporate culture, but these were the individuals identified as the leaders or high performers. That aside:

Did this make the individual a better leader? Did they get the results they wanted? Did it help the organization move forward or enable a team member to innovate or achieve on their own? I can confidently say, “No. It did not.”

I thought of my friend, and others I have met along the way, who fall under “the curse” of being on the quiet side as I read this article. I thought I would share so that we’re all reminded that sometimes introverts make the best leaders:

There’s good reason why 40% of executives describe themselves as introverts. From broker Charles Schwab to Avon chief Andrea Jung, “innies” possess these traits of quiet leadership:

1. They think first. Even in casual conversation, leaders learn by listening. They realize that their authority alone makes them visible, so they use their calm demeanors to make a statement. Just one thoughtful comment in a meeting can move a group forward.

2. They run deep. Leaders delve into ideas. Deborah Dunsire, a physician and president of a biopharmaceutical company, schedules walk-around time. “I would say, ‘Hey, what is keeping you up at night? What are you working on? Where can we improve?’

3. They exude calm. Because they are low-key, introverted leaders project reassurance and confidence in times of crisis. One executive tells himself before networking events, “I can do anything for 30 minutes.”

4. They write it down. Comfort with the written word helps leaders explain the reasons for their actions and also documents those actions.

5. They enjoy solitude. Introverts recharge by spending time alone. Regular time-outs fuel their creativity and decision-making. During high=pressure periods, this helps them stay reflective, not reactive.

Martin Schmidler, VP at a food service company, tells his people he needs time to absorb what he learns, and he is clear on how and when he’ll get back to them. He consistently follows through.

- Adapted from “Why Introverts Can Make the Best Leaders,” Jennifer Kahnweiler, Forbes.com.

Do you have questions about what is expected of you?

The City of Bloomington Volunteer Network is pleased to announce the launch of the Nonprofit Board Certificate Program. This certificate will be offered to individuals who complete a ½ day seminar consisting of four one-hour sessions.  These sessions cover the regulations, legal responsibilities, financial and fundraising obligations, and ongoing activities involved in serving as a member of the Board of Directors of a nonprofit organization in Indiana. Each of the four sessions includes opportunities for discussion as well as hands-on workshop activities.

Nonprofit Board Certificate Program

Date: Thursday, Oct. 20 from 1-5 p.m.

Cost: $25 per person

Location: Council Chambers of City Hall (8th and Morton St. Bloomington)

To register: Go to www.bloomington.in.gov/volunteer

Mail payment to: City of Bloomington Volunteer Network PO Box 100 Bloomington IN 47402

If you have questions or need an invoice: Contact Bet Savich, Director, City of Bloomington Volunteer Network at 812-349-3472 or volunteer@bloomington.in.gov

_______________________

Benefits to businesses of their employees joining nonprofit boards:

• Nonprofit boards provide a learning environment to cultivate leaders, including the ability to think and act more strategically. These skills will transfer back to your work place.
• your business or corporation’s name will be extended out into the community through professional networking
• employee morale, retention and recruitment will be enhanced by the opportunity for board service
• your employees will contribute critical business expertise to a local nonprofit organization which also contributes to both the quality of life and the economy. These skills include finance, mergers, public relations, human resources, law, real estate, accounting, and other core areas.
• In addition to the practical skills which your employees contribute, they will also focus their time and attention on the organization’s mission and vision, and how to achieve it. This will carry over to their thinking about your business.

The Volunteer Network’s Purpose in bringing this training to the community:

• To provide individuals from businesses, from the professions, and from the general community who currently serve or are considering serving as volunteer members of a nonprofit board of directors with a strong grounding in the roles and responsibilities involved with such service.
• To provide interested nonprofit organizations with an excellent resource for potential new volunteer board members – individuals that have demonstrated interest in nonprofit board service as well as the knowledge needed to be an effective board member
• To strengthen and transform the Monroe County nonprofit landscape by elevating the performance of its governance teams.

The program will answer questions such as:

-          How do I find out what will be expected of me?

-          What should I expect from the organization?

-          What are my financial and legal responsibilities?

-          What authority do I have – and do others have?

-          Will I have to raise money?  If so, how do I go about it?

-          What questions should I be asking if I’m asked to serve on a nonprofit’s board?

-          How can I make a significant and positive impact on the organization – and on our community?

Requirements:

• Completion of the four hour Nonprofit Board Certificate Program
• Completion of an “Areas of Nonprofit Board Interest” questionnaire (given during final session)

Each individual who completes the program may opt to be included on a list available to organizations which are actively seeking board members. After 12 months, individuals who wish to continue to be listed must participate in a free one-hour workshop which provides updated information on nonprofit regulations, the opportunity to share board experiences and the opportunity to update your questionnaire.

This program is supported by the Greater Bloomington Chamber of Commerce, Leadership Bloomington Monroe County Alumni Association, NonProfit Alliance of Monroe County, and United Way of Monroe County.

Elizabeth D. Savich, Director
City of Bloomington Volunteer Network
volunteer@bloomington.in.gov