Tag Archives: training

Can a Retreat Program Change Your Life?

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Have you ever participated in a retreat? Was it for spiritual growth or as an education experience? Perhaps it was a healing retreat to help find relief for a physical or emotional challenge. Was the retreat a weekend or week long experience? Did you spend the money to travel to this retreat and find that your life was changed making the value was very high for you? Or did you have a negative attitude about time and money spent on a retreat-like experience?

Many people have paid lots of money to go on vacation. Some vacations are “retreats” in practice, if not in name. Weeks on a cruise ship or a golf vacation are actually retreat-like but perhaps without the focus upon a specific outcome. Most people hold vacations in their memory for their entire lives. These were rewarding experiences that, in subtle ways, may have changed your life.

There are retreat centers that have recognizable names such as Esalen on the Big Sur coast in Northern California. Since 1962, Esalen Institute has offered healing and “growth” retreats for professional development and for the general public. This is a model that has been duplicated, in principle, by many other organizations. Often a retreat is “lead” by a therapist, author, philosopher, artist, poet, healer or expert in some emotional or physical process. There are many styles and formulas that can be used to impart the necessary information. Often people who attend these retreats learn that the information they receive is secondary to the experience of the “process” that brings individuals and the group to their highest levels of insight. The “process” is what the retreats are really all about and this cannot be gleaned from books, audios, videos, or conference calls. This process can include the physical and emotional experience of connection to the information and also the connections made with others attending the retreat. The connections are important and possibly even therapeutic, making the experience a life changing event. By making these meaningful connections with others you can change your self-awareness and in doing so change your life.

Not all retreats benefit every participant deeply. Every participant brings to the retreat their own energy, history, and past experience. Not everyone who leads a retreat is skillful at reaching out to every participant. In some cases, the connections are not made and so the retreat experience may have less value. Some participants go with the belief and intention that it will change their lives for the better. They are ready to transform and do not resist the new insights or deny the insights they experience. Often people fear change and resist the process.
Insights gained from retreats can have long-lasting effects. These changes may happen rapidly and be integrated into the participant’s life in dramatic ways or they may manifest more slowly over time and have a seemingly subtle effect. Rapid, sudden change is not always good or even long lasting.

If you are reading this blog and have made it this far, I would appreciate you contributing the past experiences you have had on personal growth retreats. Why did you go? What did you expect? What knowledge, information, or benefits did you receive from the process? How did the experience change your life? Did the connections you made with other people or with the process continue in your life? Would you recommend a specific retreat process and why was this retreat so life-changing for you? Thanks in advance for your input. (Send your thoughts to wellness@dstress.com)

I have lead retreats for many years and I am building new retreat processes for the future. My dream has been to build a retreat process that helps to pair people with specific health or emotional challenges, like PTSD, anxiety, chronic pain, etc, with professional therapists and coaches who wish to be trained in assisting individuals or groups of people in the processes that can relieve these challenges. I have floated around the country offering programs in various venues but I would love to see a retreat facility that has been created to certain specific criteria so the very best retreat work can be accomplished. Any thoughts on this are also welcome.

I appreciate your time and attention. I hope to meet with you in a rewarding and productive retreat process in the future. Until then, please take good care of yourself. AND, keep open and growing along your way.

If you would like to explore the Retreat Process for yourself or for your organization contact the Stress Education Center through www.dstress.com.

9 Tips for Management Success

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Skills Necessary to Be an Effective Boss

Would you like to improve on your management skills? Whether you are a business owner, an executive, mid level manager, or beginning supervisor you can develop your skills which will increase the productivity of many of the people who report to you. Though simple in concept, these skills may require practice and dedication to master, unless you are a “natural” manager. (Even “natural” managers can improve their skills, and if you are a “natural,” you already know that you can be even more effective.)

Working with people requires interpersonal skills that can come more easily to some people than others. Especially if you have been promoted because you have great technical skills and experience, you will want to avoid becoming a victim to the “Peter Principle.” The definition of the Peter Principle is as follows…

“The theory that employees within an organization will advance to their highest level of competence and then be promoted to and remain at a level at which they are incompetent.”

[Author Laurence Johnston Peter (1919-1990).]

The level of incompetence suggests that people will rise to a level of management that they are untrained to do with success. Managing other employees with skill and competence is often the level that proves most difficult.
To become a successful manager requires certain awareness and then specific skills at communicating, motivating, time management, effective delegation, training, hiring winners, personnel evaluation (or appraisal), self-awareness, and healthy self-confidence. You can neglect any of these qualities/skills and still get by as an average or poor manager or you can confront the personal challenges and develop into a good boss and successful manager. Good, to great, interpersonal skills will help a lot but not everyone has these skills when are getting started in managing.

To become skillful, you first have to realize that may not be perfect and that you would be willing to make positive changes to some deeply held beliefs or habit patterns. Sometimes we have to “unlearn” habits or techniques that we have used, or seen used by our parents, teachers, ex-bosses, or mentors. As an example, have you ever seen a frustrated parent or manager yelling emotionally in an upsetting moment. There may even have been violence or intimidation expressed and you realize that in the modern world of work, this is not acceptable as a motivating or guiding management concept. These explosions of emotion may work once or twice, in the “short term,” but will not work effectively for long term success. “Explosions” tend to damage relationships and may require too much time and energy to repair, which can be very difficult to do if your employment has been terminated.
There can be frustrations in interpersonal interactions, however, but appropriate managing in these difficult situations is what sets the great managers apart from less prepared, less successful managers.

1. Your personal motivation to be open to change and the desire to become a great manager is essential.

2. Self-awareness regarding your strengths, and more importantly, your challenges (your flaws/weaknesses) is very important. It is best to know, and understand, your own style of communication, your own motivations, and the difference in the styles and motivations of the members of your team so that you can communicate with, and then motivate, all team members most effectively.

3. Your abilities to communicate can be developed and enhanced to allow you to manage more effectively. Especially important is the ability to listen and the patience to really understand what you are hearing from your communication partner. (Do not rush to respond. Show respect and draw your partner out until you can clearly re-state what they are attempting to communicate.)

4. Negotiate a fair resolution, where possible. Rally your communication partners allegiance to your mutually agreed upon solution. Set a reasonable and verifiable timeline for accomplishment of the goal or project. “Clearly prioritize” the efforts of the project, the team, and each individual’s role in the project.

5. Offer support (and mentoring) along the way, without micro-managing along the way. Positive feedback and, most importantly, plenty of positive recognition (and celebration) for positive movement and ultimately for success will be worth your time and effort.

6. Show respect and try to see your partner’s point of view without overtly judging. Good delegation tolerates solutions that may follow a different path than you might have chosen. Though taking responsibility for their decisions and actions can be a very important step by your employee and should be discussed in the planning (job description) phase of the delegation process. (It is best, where possible, to allow for creativity by your team members.) Find ways to get your people to “fall in love” with your project, and hopefully, your company by allowing creative input into the project development process.

7. Clarity is important and should include the “big picture” of what is desired for long term success of your organization and how all of your individual team members will fill the necessary roles to accomplish the objectives of the project at hand. (Everyone needs to know their roles and their value to the project.)

8. Honor and acknowledge as many individuals, and of course the team, as often and as much as possible. This is especially true when deadlines are tight, team work is good, and creative solutions are developed. Rewards and acknowledgment do not always have to be in financial rewards (though team members who are high “Utilitarians” will require appropriate remunerations or other forms of compensation for their successful work.) Not everyone is motivated, solely, by money. This is where knowing your people will work as a successful retention strategy. Be creative in providing recognition and rewards.

9. You need to really care! Care about your team. Care about the project. Care about the company/organization, if at all possible. Your team will know if you do not “really care” and they will treat the project in the same way they see (or feel) their manager’s level of commitment.

If you find that you require clarification on any of these tips or could benefit from coaching to enhance your skills then find the best coach, trainer, or mentor to get you to the level you require. Do not think that you have to “re-invent the wheel” or figure it all out on your own, get feedback and assistance. Recognizing where you require assistance is the most important step you can make toward your eventual success. People who do not know how to ask for help are often the ones who do not reach their full potential. If your organization does not support you in your quest for improvement then consider doing this for yourself and possibly exploring other more supportive and empowering organizations.

Many managers have great technical: training, experience or skills, but have not been coached or mentored as managers. If you are looking for coaching or management development, please consider the Professional Management Coaching Program for manager skills training.

L. John Mason, Ph.D. is the author of the best selling “Guide to Stress Reduction.” Since 1977, he has offered Success & Executive Coaching and Training.

Please visit the Stress Education Center’s website at www.dstress.com for articles on Stress, Stress Management, Coaching, and Training, free newsletter signup, and learn about the new telecourses that are available. If you would like information or a targeted proposal for training or coaching, please contact us at (360) 593-3833.

If you are looking to promote your training or coaching career, please investigate the Professional Stress Management Training and Certification Program at www.dstress.com for a secondary source of income or as career path.