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Wednesday, October 6, 2010

How centered leaders achieve extraordinary results

Executives can thrive at work and in life by adopting a leadership model that revolves around finding their strengths and connecting with others.

McKinsey Quarterly
OCTOBER 2010 • Joanna Barsh Josephine Mogelof and Caroline Webb


centered leaders article, organizational development, transformational change, life satisfaction, organizational transformation, Organization
…[The] global financial crisis and subsequent economic downturn have ratcheted up the pressure on leaders already grappling with a world in transformation. More than half of the CEOs we and our colleagues have spoken with in the past year have said that their organization must fundamentally rethink its business model.
Cover of Cover via AmazonOur work can help. We have conducted interviews with more than 140 leaders; … Through this research, we distilled a set of five capabilities that, in combination, generate high levels of professional performance and life satisfaction. We described this set of capabilities, which we call “centered leadership,” in the Quarterly in 2008 and subsequently in a book, How Remarkable Women Lead.1
Five capabilities are at the heart of centered leadership: finding meaning in work, converting emotions such as fear or stress into opportunity, leveraging connections and community, acting in the face of risk, and sustaining the energy that is the life force of change. A recent McKinsey global survey of executives shows that leaders who have mastered even one of these skills are twice as likely as those who have mastered none to feel that they can lead through change; masters of all five are more than four times as likely.2 Strikingly, leaders who have mastered all five capabilities are also more than 20 times as likely to say they are satisfied with their performance as leaders and their lives in general (for more on the research, see “The value of centered leadership: McKinsey Global Survey results”).
While such results help make the case for centered leadership, executives seeking to enhance their leadership performance and general satisfaction often find personal stories more tangible. Accordingly, as this article revisits the five dimensions of centered leadership—and their applicability to times of uncertainty, stress, and change—we share the experiences of four men and one woman, all current or former CEOs of major global corporations.

Meaning

We all recognize leaders who infuse their life and work with a sense of meaning. …[Meaning] has a significant impact on satisfaction with both work and life; indeed, its contribution to general life satisfaction is five times more powerful than that of any other dimension.
Whatever the source of meaning …, centered leaders often talk about how their purpose appeals to something greater than themselves and the importance of conveying their passion to others (for more on conveying meaning to others, see “Revealing your moment of truth”). Time and again, we heard that sharing meaning to inspire colleagues requires leaders to become great storytellers, touching hearts as well as minds. These skills are particularly applicable for executives leading through major transitions, since it takes strong personal motivation to triumph over the discomfort and fear that accompany change and that can drown out formal corporate messages, which in any event rarely fire the souls of employees and inspire greater achievement.
Avon LogoImage via WikipediaAvon Products CEO Andrea Jung described how meaning and storytelling came together when her company faltered after years of rapid growth. … Suddenly, it became harder for her to see where her momentum would come from. What’s more, she had to streamline her cherished community.
To remain true to her personal values, Andrea rejected the “more efficient” approach of delegating to managers the responsibility for communicating with employees about the restructuring and of sharing information only on a need-to-know basis. Instead, she traveled the world to offer her teams a vision for restoring growth and to share the difficult decisions that would be required to secure the company’s future. The result? Employees felt that Andrea treated them with honesty and humanity, making the harsh reality of job reductions easier to accept and giving them more time to prepare. They also experienced her love for the company firsthand and recognized that both she and Avon were doing all they could. By instilling greater resilience throughout the organization, Avon rebuilt its community and resumed growth within 18 months.

Positive framing

Positive psychologists have shown that some people tend to frame the world optimistically, others pessimistically.3 Optimists often have an edge: in our survey, three-quarters of the respondents who were particularly good at positive framing thought they had the right skills to lead change, while only 15 percent of those who weren’t thought so.
…When faced with too much stress (each of us has a different limit), the brain reacts with a modern version of the “fight, flight, or freeze” instinct . … This response equips us … not for coming up with creative solutions. Worse yet, in organizations such behavior feeds on itself, breeding fear and negativity that can spread and become the cultural norm.
When Steve Sadove took over Clairol, in 1991, for example, the company had been shell-shocked by a significant decline in sales volume. “I remember going to a very creative person, who did all the packaging and creative development,” Steve told us, “and saying, ‘Why don’t we do anything creative?’ He opened some drawers in his desk and started showing me all of this wonderful work that he’d done. Nobody was asking for it; people kept their head down in that culture. So part of my role as the leader was to create an environment that was going to allow innovation and creativity and make it OK to fail.”
Fortunately, we can all become aware of what triggers our fears and learn to work through them to reframe what is happening more constructively. Once we have mastered reframing, we can help others learn this skill, seeding the conditions that result in a safe environment where all employees are inspired to give their best.4
Steve found ways to stimulate creativity, such as exploring opposing points of view in discussions with colleagues. …[He] convinced others that speaking up wasn’t just tolerated but encouraged. He helped colleagues reframe the way they reacted to dissent, … Steve and his team introduced a winning hair care brand, Herbal Essences, and ushered in a golden period of growth for Clairol.

Connecting

With communications traveling at warp speed, simple hierarchical … are becoming less and less effective for leaders. For starters, leaders depend increasingly on their ability to manage complex webs of connections ... Further, leaders can find the volume of communication in such networks overwhelming. While this environment can be challenging, it also allows more people to contribute, generating not only wisdom and a wealth of ideas but also immeasurable commitment.
The upshot: CEOs have always needed to select exemplary leadership teams. Increasingly, they must also be adept at building relationships with people scattered across the ecosystem in which they do business and at bringing together the right people to offer meaningful input and support in solving problems.
Nieman Marcus in Fashion Mall Las Vegas July 2009Image by mrkathika via FlickrMacy’s CEO Terry Lundgren learned firsthand about the power of connecting the internal community in 1988 when, 15 months after joining the retailer Neiman Marcus, he became its president and CEO. Shaking things up was core to his role:…Employees greeted him with widespread skepticism. “They were all thinking, ‘Who is this 37-year-old guy who is going to tell us how we should run our fantastic business?’” So Terry held a town hall meeting in the library across the street from company headquarters, in downtown Dallas. He invited anybody who wanted to come. The first time, he recalls, “I had only about 30 people show up! I thought it was going to be a little bit bigger than that, but I tried to be very direct and use the time mostly to listen and respond.” He kept holding meetings, noting that “it really moved the needle quickly in terms of getting things done in that company.” By the time Terry left, the twice-a-year meetings filled a 1,200-seat auditorium.
NEW YORK - OCTOBER 28:  (L-R) Macy's Inc. Chai...Image by Getty Images via @daylifeToday, as Terry leads Macy’s, he connects the dots internally and externally in many ways, from scheduling a monthly breakfast with new managers to forming relationships with peers who have led companies through change. Terry has also emphasized corporate connectivity, regrouping Macy’s stores into 69 districts, each tasked with creating “My Macy’s” for its customer base. …Terry’s top team believes its efforts to connect managers more closely to one another and to customers, through enhanced information sharing and product offerings tailored to local needs, help explain the company’s trajectory.

Engaging

Of survey respondents who indicated they were poor at engaging—with risk, with fear, and even with opportunity—only 13 percent thought they had the skills to lead change. …[Risk] aversion and fear run rampant during times of change. Leaders who are good at acknowledging and countering these emotions can help their people summon the courage to act and thus unleash tremendous potential.
But for many leaders, encouraging others to take risks is extremely difficult. …What’s more, to acknowledge the existence of risk, CEOs must admit they don’t, in fact, have all the answers—…
Dangerous Risk Adrenaline Suicide by Fear of F...Image by epSos.de via FlickrDoug Stern, CEO of United Media, has a number of ways to help his people evaluate risks and build their confidence about confronting the unknown. … Doug follows an explicit process anytime he’s facing a new, risky project (for example, selling some of his company’s assets). The process helps everyone—…prepare by devising risk mitigation strategies using these steps:
  • asking the team to imagine every bad scenario, even the most remotely possible—…
  • giving everyone a chance to describe those scenarios in detail and then to “peer into the darkness” together
  • devising a detailed plan for countering each nightmare—…
Once fears have surfaced and been dealt with, the team has a protocol in place for every worst possible scenario and a set of next steps to implement.5

Managing energy

Sustaining change requires the enthusiasm and commitment of large numbers of people across an organization for an extended period of time. All too often, though, a change effort starts with a big bang …only to see energy peter out. The opposite, when work escalates maniacally through a culture of “relentless enthusiasm,” is equally problematic.6 Either way, leaders will find it hard to sustain energy and commitment within the organization unless they systemically restore their own energy (physical, mental, emotional, and spiritual), as well as create the conditions and serve as role models for others to do the same. …
While stress is often related to work, sometimes simple bad luck is at play, as Jurek Gruhn, president of Novo Nordisk US, can attest. Nine years ago he was diagnosed with Type 1 diabetes. Working for a world leader in diabetes care, Jurek was no stranger to the illness … “My first reaction was, ‘You may have Type 1 diabetes, but you could also have a lot of other diseases that are much worse.’” So, he told us, “I went to the hospital for two or three days of testing and then went back home. We had our Christmas break. After that, I was back in the office. My wife, who is a physician, said to me, ‘That was a quick process!’ I basically took on my disease as a task.”
Run to change DiabetesImage by Siebuhr via FlickrJurek realized that one key to living a normal life with the disease is to embrace life, at work and at home. “A healthy lifestyle is important. I have five kids: … Sometimes they completely drain my energy, but they can energize me a lot. …I eat breakfast now every day, I exercise much more, and I started rock-climbing on a regular basis.” Everything improved—his physical condition, mental focus, emotional satisfaction, and spirit. He even learned to face what drained him most—unhealthy conflict at work—by addressing it directly and quickly, much as he handled his diabetes.
Even for leaders without such a challenge, Jurek sets another valuable example: “I saw this comedian who said that a man’s brain is filled with boxes, and one of them is empty. Well, when the day’s really tough in the office, I go into my empty box for 10 or 15 minutes and I do nothing. If I completely switch off for a short period of time, I get my energy back. Now, I’m not switching off every 15 minutes after working for 15 minutes… But I do not work weekends unless I really have to. And I’m not one who wakes up and the first thing is the BlackBerry. No way!”
Centered leadership is a journey, not a destination, and it starts with a highly personal decision. We’ll leave you with the words of one executive who recently chose to embark on this path: “Our senior team is always talking about changing the organization, changing the mind-sets and behavior of everyone. Now I see that transformation is not about that. It starts with me and my willingness and ability to transform myself. Only then will others transform.”


About the Authors

Joanna Barsh is a director in McKinsey’s New York office, Josephine Mogelof is a consultant in the Los Angeles office, and Caroline Webb is a principal in the London office.
The authors would like to thank Aaron De Smet and Johanne Lavoie for their extraordinary contributions to this work.

Notes

1 Joanna Barsh, Susie Cranston, and Geoffrey Lewis, How Remarkable Women Lead: The Breakthrough Model for Work and Life, New York: Crown Business Publishing, 2009.
2 The online survey was in the field from July 6 to 16, 2010. It garnered responses from 2,498 executives representing all regions, industries, functional specialties, and tenures. Respondents indicated their level of agreement with statements representing various dimensions of the leadership model. We then aggregated their answers into degrees of mastery of each dimension.
3 Martin E. P. Seligman, Authentic Happiness: Using the New Positive Psychology to Realize Your Potential for Lasting Fulfillment, New York, NY: Free Press, 2004.
4 Michael A. Cohn et al., “Happiness unpacked: Positive emotions increase life satisfaction by building resilience,” American Psychological Association, Emotion, 2009, Volume 9, Number 3, pp. 361–68.
5 Psychologist Gary Klein has developed and applied in a variety of settings a similar approach that he calls the “premortem.” For more on this technique, and on the broader problem of executive overconfidence, see “Strategic decisions: When can you trust your gut?” mckinseyquarterly.com, March 2010.
6 Edy Greenblatt, Restore Yourself: The Antidote for Professional Exhaustion, Los Angeles, CA: Execu-Care Press, 2009.
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Monday, October 4, 2010

Making Retirement Savings Last

Insurers and plan sponsors want the government to make it easier to offer annuities in 401(k) plans.

Alix Stuart - CFO.com | US
September 28, 2010
With companies continuing to shift away from pensions toward 401(k)s, many CFOs no longer have to worry about a long stream of future obligations draining their corporate coffers. They may, however, find themselves with a new worry: retired employees draining their own coffers.
Among the first waves of 401(k) holders retiring, most are taking the lump sum of their savings and putting it into IRAs. That's good news in that they're still saving, says Betsy Dill, senior partner at Mercer. The bad news, though, is that "there's a high probability they could outlive whatever money they've accumulated," since "there's not a good awareness of how to take that lump sum and create an income stream out of it."
However much companies might want to help, though, the Obama Administration's suggestion last January that annuities should be an option within 401(k) plans struck fear in the heart of some CFOs. Right now, only about 2% of employers offer such an option among investment choices, according to Hewitt data, in large part because the rest are daunted by the liability that seems to accompany it.
… The problem that plan sponsors may face in offering annuities is with vetting the insurance companies that sell them. The big question: if an insurance company goes under 20 or 30 years after the investment is made, is a plan sponsor liable for continuing the payments?
A recent joint hearing by the Labor and Treasury departments on the topic — broadly known as "lifetime income" — should help plan sponsors breathe easier. After gathering input from various entities in the retirement industry, including insurance companies, 401(k) plan providers …, consultants, and a group representing plan sponsors, "it is clear that the government is not going to mandate" the inclusion of annuities in 401(k) plans, says Alan Vorchheimer, a principal in Buck Consultants's retirement practice.
Vorchheimer believes the government is not even likely to mandate some suggested educational illustrations, such as what a person's savings would look like as a stream of annuitized payments. Rather, he and others expect the DoL to make things easier for companies that offer 401(k)s.
"For any CFOs considering a solution [to how their employees draw down retirement savings], there's the potential for new rules that will make it easier," says Alison Borland, retirement outsourcing strategy leader at Hewitt. Those rules could include a safe harbor around annuity products that would clearly delineate that plan sponsors are not liable for any failures on an insurance company's part to pay out.
Currently, the most involved a typical company will get in helping employees tap into retirement savings postemployment is to point them toward a number of rollover options, including IRAs and annuities. Dill says she sees more plan sponsors getting interested in "creating a menu of spend-down options," possibly including basic annuities, more-complex products such as an annuity wrap based on a target-date fund, or structured payouts from a target-date fund designed to cover the lifetime of a retiree.
The main benefit of having an annuity offered within a plan is that companies with larger numbers of employees could potentially negotiate for lower fees, notes Borland. The approach would also make it easier for employees to purchase annuity assets over time rather than buying all at once.
However, consultants say that even if the government makes it easier for companies to offer annuities, there isn't likely to be a stampede of employers or employees to them. "Employees are not asking for it at this point," says Vorchheimer, in part because the financial crisis has squelched trust in the big insurance companies that offer annuity products.
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Regulators Release Flash Crash Probe Report

October 1, 2010 (PLANSPONSOR.com) – A trading firm’s use of a computer sell order triggered the May 6 market plunge, which sent the Dow Jones industrial average dropping nearly 1,000 points in less than a half-hour.

Seal of the U.S. Securities and Exchange Commi...Image via Wikipedia
Commodity Futures Trading CommissionImage via Wikipedia











A report issued Friday by the Securities and Exchange Commission (SEC) and the Commodity Futures Trading Commission (CFTC) determined the so-called "flash crash" was caused when the trading firm executed a computerized selling program in an already stressed market, the Associated Press reported.  The firm's trade, worth $4.1 billion, led market players to swiftly pull their money from the stock market.
Image representing Associated Press as depicte...Image via CrunchBaseWhile the report does not name the trading firm, an unnamed Associated Press source identified it as Waddell & Reed, based in Shawnee Mission, Kansas.
The stock market was already stressed even before the plunge that day, according to the report, and anxiety was mounting over a debt crisis in Europe. The Dow Jones was down about 2.5% at 2:30 p.m. when the trader placed an enormous sell order on a futures index of the S&P's index. The trade on the E-Mini S&P 500 was automated by a computer algorithm that was trying to hedge its risk from price declines.
According to the Associated Press, in that one trade, 75,000 contracts were sold in a span of 20 minutes. It was the largest single trade of that investment since the start of the year; the firm's previous transaction of that size took more than five hours, the report notes. The trade triggered aggressive selling of the futures contracts and that sent the index down about 3% in four minutes. Nearly 21,000 trades were canceled in the coming weeks because the exchanges deemed them erroneous.
Responding to the episode, the SEC and the major U.S. exchanges, agreed on a six-month pilot program that briefly halts trading of some stocks that mark big price swings (see SEC Approves, Extends New Circuit Breakers).  The new circuit breakers are in effect until December 10. Under the rules, trading of any Standard & Poor's 500 stock that rises or falls 10% or more within a five-minute span is halted for five additional minutes, the AP said.
The 104-page SEC-CFTC report is at http://www.sec.gov/news/studies/2010/marketevents-report.pdf.
Fred Schneyer
editors@plansponsor.com
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Ten IRA Tasks To Do Before The Year Ends

Financial Advisor Magazine 
…Despite what might seem like paltry balances, IRAs in the aggregate "are an incredibly important piece of the retirement puzzle, since they hold the largest single share of the $13 trillion in U.S. retirement assets," Craig Copeland, senior research associate at EBRI and author of the study, said in a release.

Your IRA, your own piece of the retirement puzzle, whether paltry or not, requires some tender loving care, especially during the last few months of the year. Here's a list of what you might need to do before 2011.

1. Take your required minimum distribution
Make sure all RMDs are taken for the year.

"Look at all owned IRA accounts and employer plans for individuals age 70 1/2 or older this year, as well as at inherited IRAs, employer plans and Roth IRAs," said Beverly DeVeny, an IRA technical consultant with Ed Slott and Company.

"Beneficiaries, no matter what their age, must take distributions from all inherited accounts beginning in the year after the death of the account owner," she said, adding that inherited accounts must be split before year end so beneficiaries can use their own life expectancies to calculate their RMDs.

Speaking of distributions, take any 72(t) distributions that are required for 2010. "If you fail to do this, you will pay penalty and interest retroactively to the first year you started taking these distributions," said Edward J. Lustberg, a certified public accountant.

2. Check for excess contributions
It might seem unlikely, given that the average IRA contribution is $3,798, but it's possible that you contributed too much to your IRA during the year. If so, remove any excess contributions before year end. You will be charged a 6% penalty for excess contributions, said Lustberg.

The maximum amount of an annual IRA contribution for a specified tax year, and whether or not your contribution is tax deductible, varies depending on a number of factors related to eligibility rules, according to Fidelity Investments. In 2009, the maximum allowable contribution to an IRA is the lesser of 100% of eligible compensation or $5,000 in 2009, and $6,000 for those age 50 or older.

3. Is everything in place?
Take nothing for granted when it comes to your IRA. "Before year end, double check on all IRA funds that moved during the year," DeVeny said. "Make sure that IRA funds went into IRA accounts, not non-IRA accounts or Roth IRAs and be sure that Roth IRA funds went into Roth IRA accounts. Look for any unexplained distributions during the year."

4. Can you do a stretch IRA?
Check whether your IRA custodian or 401(k) plan administrator will allow for the so-called "stretch" for beneficiaries, said Ben E. Connor, an attorney with Connor Law Firm.

The stretch means that beneficiaries can use their own life expectancy for distributions. In addition, check whether the custodian or plan administrator will accept a durable power of attorney, and disclaimers.

"The answer to these questions will have substantial impact on the success of their estate plan," Connor said. (If the custodian or 401(k) plan administrator doesn't accept a durable power of attorney or disclaimer, you might consider another custodian or plan administrator.)

5. Who's your beneficiary?
Here's some well-worn but can't-be-repeated-often-enough advice: Review your beneficiary designations. Make sure there is both a primary and a contingent beneficiary named on the beneficiary designation form.
"If there is no beneficiary named, the IRA proceeds will go to the estate and lose the tax advantage of the stretch," said Connor. "If there is no contingent beneficiary, and the primary beneficiary has died and no new primary beneficiary has been named, then the assets also go to the estate with the same negative result."

West face of the United States Supreme Court b...Image via WikipediaIt's especially worth checking your beneficiary designations if you are divorced, recently or ever.
"Make sure your ex-spouse has been deleted as a beneficiary, unless you want them to remain as a beneficiary," said Connor. "The U.S. Supreme Court has recently ruled that the beneficiary named on the beneficiary designation form trumps divorce."

Connor also advised against naming a "living trust" as the beneficiary. "A living trust should not be the beneficiary because the living trust must qualify as a 'designated beneficiary' to receive favorable stretch and tax treatment," he said. "I find that most living trusts do not qualify, or lose their designated beneficiary status through later changes to the trust."

Make sure your custodian has a written copy of your beneficiary designations.

6. One last chance for Roth conversions

If you plan to do a Roth conversion in 2010, "the funds must leave the IRA by Dec. 31 to be reported and taxable as a 2010 distribution and conversion," DeVeny said. "The funds can then be rolled over to the Roth IRA up to 60 days after they are received by the account owner--up to March 1 if the distribution was received on Dec. 31."

Contrary to what some might believe, you do not have until April 15, 2011, to do a 2010 conversion, DeVeny said.

Here is another reason why you might want to convert some or all of your IRA to a Roth IRA: according to Connor, the Roth IRA could fund a credit shelter or by-pass trust.

"A Roth IRA is usually not subject to the trust tax rate," he said. Also, review your power of attorney to make sure the agent has authority to recharacterize the Roth, if needed, Connor said.
Remember, too, that anyone can convert their traditional IRAs to a Roth IRA in 2010 regardless of income. What's more, you can pay the taxes over two years, instead of one.

Seal of the United States Social Security Admi...Image via Wikipedia7. Turn wealth into income
Right about now, the Social Security Administration is sending you a report that tells you how much income you will receive in today's dollars when you retire. Write down that number on a piece of paper.
Now, total up the value of all IRAs and 401(k)s in your household and multiple that number by 0.04. That number is the amount some experts say you could withdraw from your retirement in today's dollars.
Now, add that number to your Social Security benefit figure, and then subtract that amount from your income. The results are roughly the amount of money you will need from other sources--such as work, pensions, reverse mortgages, life insurance or inheritances--to enjoy a lifestyle similar to what you have today. …

8. Review your investment plan
Consider updating your investment policy statement or plan. "Make sure your asset allocation remains appropriate given your financial goals," said Michael L. Gay, a certified financial planner with Portfolio Solutions.

Also, rebalance your IRA if you haven't done so within the past year. It's best to rebalance your IRA in a holistic manner. That is, look at all your assets in all your accounts, taxable and tax-deferred.
In many cases, consider putting your fixed-income investments in your tax-deferred accounts and those investments that produce capital gains and dividend income in your taxable accounts. And while you're at it, check whether you've bought or sold any inappropriate investments in your IRA accounts.
"Since IRAs are tax-deferred vehicles, it makes no sense for them to hold 'tax-preferenced' investments such as municipal bonds …," said Gay.

Gay also suggested using your RMDs to rebalance. It could save on transaction costs.

9. Roll old 401(k)s to an IRA
If you have one or more 401(k)s sitting with former employers, consider rolling that money over to an IRA. "You'll generally get better investment choices, lower costs and more control of your investment assets," said Gay.

10. Recharacterize your Roth IRA If you converted a traditional IRA into a Roth IRA and now realize that your income taxes were higher than expected due to the conversion, or you're short money to pay the income tax or you're unwilling to pay the income tax, consider a recharacterization, DeVeny said. That is, consider putting the money in the Roth IRA back into your traditional IRA.

"This is the last year that some individuals must recharacterize," DeVeny said. "Those who have no choice are individuals who converted in 2009 and whose modified adjusted gross income exceeded $100,000 or who were married filing separate."
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Friday, October 1, 2010

Staying Focused at the Office is Hard Work

September 30, 2010 (PLANSPONSOR.com) – Keeping your mind on your work while at the office can be a full-time job, according to a new Workplace Options survey.

A normal home-office water cooler with 5gal. b...Image via WikipediaA news release said the biggest demand for workers’ time – outside of their job duties – is plain old chitchat, with 24% of poll respondents citing issues like office romances and gossiping around the water cooler as a major distraction.
Person with PDA handheld device.Image via WikipediaTwenty-three percent cited technology (e-mails, phones, Internet, etc.) while 12% pointed to meetings and luncheons and 8% complained about noisy office neighbors. Fifty-eight percent of employees feel that having a handheld device increases their productivity, yet, 35% report their handheld device increases distractions during their workday and 50% who own handheld devices claim they are an increased distraction in their personal life. Fifty-five percent of employees feel having access to social media at the office is either "somewhat" or a "significant" distraction.
Overall, 53% report that distractions in the workplace hurt their productivity and 42% are extending their workdays by coming in early or staying late in order to avoid distractions.
Some 22% said they are aware of someone in their workplace who has been fired for wasting time in the office, disrupting other employees, or partaking in other distractions.
"It's expected that employees will be inundated with plenty of distractions throughout the workday," said Dean Debnam, chief executive officer at Workplace Options, in the news release. "The important thing to remember is for employees to find a way to balance their work day and find ways to focus."
Public Policy PollingImage via WikipediaThe national survey was conducted by the North Carolina firm of Public Policy Polling, August 6-9, 2010. The survey polled 606 working Americans.
Fred Schneyer
editors@plansponsor.com
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