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Welcome to Merge's Monthly Mega Minute – a bite-sized, yet substantial and practical, nugget of information that you can use immediately to enhance your professional and personal success.

Why rubber balls are better than raw eggs

As leaders we care about our employees' intellectual capital, and even their social capital. But we don't always concern ourselves with our employees' psychological capital. We should. If you aren't sure what these three phrases mean, an easy way to understand it is to think of intellectual capital as what people know, and social capital as who they know. Psychological capital, on the other hand, is who they are, or who they are becoming. And there is a growing amount of research that shows that employees with high psychological capital are more productive and perform better in the workplace. The crux of psychological capital is resiliency, the ability to overcome challenges (both routine and traumatic) and bounce back stronger, wiser and more personally powerful.

A powerful visual to demonstrate resiliency is to compare a raw egg to a rubber ball. When you drop a raw egg, it breaks, scattering yolk and albumen everywhere, creating an unpleasant mess that someone will have to clean up. Conversely, when you drop a rubber ball, it bounces back up within seconds, with no harm done, either to itself or those around it. As a leader, your role is to help your employees shift from being raw eggs and grow and develop into rubber balls. And the way to do that — to actively seek to build confidence, optimism and hope in your people. Because confidence, optimism and hope are the three components that lead to resiliency. Confidence comes from setting your people up to succeed; let them take on small challenges that you know they will accomplish and then, over time, build complexity and frequency. Optimism and hope come from intentionally and thoughtfully creating a positive work environment by speaking up and deliberately taking action to combat negativity.

So what ideas do you have to build confidence and combat negativity? To share your ideas and to explore ones you might not have thought of, please visit my blog:


How to stop doing your employees' work for them

Merge's latest contribution as a member of's panel of business experts published on July 20. How to stop doing employees' work for them addresses the classic leadership trap of reverse delegation, the natural tendency many leaders have to take back tasks they've assigned to others on their team. Reverse delegation occurs far more often than leaders realize (or that they are willing to admit). But if you are committed to not allowing your personal workload to escalate AND to building skills and confidence in your people, then it is critical that you know how to respectfully and effectively push back when it occurs. This column shows you how.

Motivating staff after an employee termination — four must-do's

Employee termination is likely one of the toughest things you've ever had to do as a manager. But believe it or not, the hardest part is actually what happens after — taking care of those who are left behind. Any kind of employee termination can have a negative impact on the other members of your team, unless you take positive steps to overcome it. Even if your staff "saw it coming" or felt "it's about time," the employee termination leaves remaining staff feeling insecure and vulnerable. Which means that you must take action, or run the risk of having your team weaken and falter. The BC Human Resources Management Association‘s online magazine — HR Voice — recently published one of Merge's articles that lays out four specific things that you should do to get your people re-grouped, re-focused, and moving forward after one of their co-workers has been let go. Read the article here: Firing An Employee: How to Take Care of the Rest of Your Team


Turning Managers into Leaders

That Merge designs and delivers leadership skills training uniquely crafted for your organization and your people?

Merge's professional practice is focused entirely on turning managers into leaders; on helping great people become exceptional leaders by turning people power into real and tangible results. In any training design, there are many elements to choose from, and Merge will work closely with you to determine your specific needs and establish objectives that are relevant and meaningful to you. Your final outcome could be a one-time training event or a series of graduated learning programs; it could involve online or distance-learning modules; it could contain audio or video components, it could incorporate the use of social media or "virtual study groups"; it could even include peer support or one-on-one mentoring. Whatever it is, it will be uniquely "you", and Merge will expertly craft and deliver what you need to turn your managers into leaders and your people power into results. Visit our Training Services section at our website for more information. Or for a first-hand look at what Merge can help you accomplish, read through our Training Case Studies.


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