"What if you loved going to work? What if your co-workers were friends, as well as colleagues? What if your work was personally fulfilling? What if you were encouraged to express your talents and gifts at work? What if you could be 'on purpose' and make a difference? What if you felt appreciated? What if..." That's what this book is about. Dr. Cathy Jameson's lifelong study of leadership, communication, teamwork and management combine to provide a practical and inspirational guide of how each person in the workplace can make a difference. It's not 'up to the boss' to make the environment healthy. Each person has an opportunity to lead the way to Creating a Healthy Work Environment. You count! "Cathy Jameson is a clear and bright voice that lifts organizations. Her contribution to healing and harmonizing cannot be overestimated. Read this book, open, grow, and succeed in ways beyond those you have known. Highly recommended!" Alan Cohen | New York Times Best Selling Author Author of "A Deep Breath of Life", Hay House Publishers

Auszug. � Genehmigter Nachdruck. Alle Rechte vorbehalten.

Creating a Healthy Work Environment

By Cathy Jameson

Balboa Press

Acknowledgments, xi, 
Preface, xiii, 
Part I. The Theory: The Foundation for a Healthy Work Environment, 
Chapter 1 A Healthy Work Environment Begins with Leadership, 3, 
Chapter 2 Transactional versus Transformational Leadership, 7, 
Chapter 3 Enlightened Leadership, 11, 
Part II. The Action Plan: How to Create a Healthy Work Environment, 
Chapter 4 The Right Team Members, 19, 
Chapter 5 Integration, 27, 
Chapter 6 Purpose, 34, 
Chapter 7 Mission Statement, 40, 
Chapter 8 Vision, 49, 
Chapter 9 Goal Accomplishment: Part 1, 59, 
Chapter 10 Goal Accomplishment: Part 2 Strategic Planning, 67, 
Chapter 11 Systems, 78, 
Chapter 12 Communication, 91, 
Chapter 13 Trust, 100, 
Chapter 14 Appreciation, 115, 
Chapter 15 Respect, 127, 
Chapter 16 Accountability, 140, 
Chapter 17 Pride in Work Well Done, 149, 
Chapter 18 Engagement, 156, 
Chapter 19 Decision Making, 167, 
Chapter 20 Confrontation with Care, 180, 
Chapter 21 Problem Solving: The Key to Progress, 187, 
Chapter 22 Delegation of Responsibility, 194, 
Chapter 23 Reward for Work Well Done, 200, 
Chapter 24 Change, 207, 
Chapter 25 Reflections and Telescopes, 217, 
Chapter 26 Fun!, 225, 
Imagine, 229, 
Bibliography, 231, 
Appendix: New Employee Orientation Checklist, 239, 
About the Author, 243,

CHAPTER 1

A Healthy Work Environment Begins with Leadership

If your actions inspire others to dream more, learn more, do more, and become more, you are a leader.

— John Quincy Adams

Each person on a team is a leader — each and every person.

First, you are a leader of yourself. You make a decision about how you will approach the day — every day. Will you bring a good attitude to work — or a sour attitude? Will you be an asset to the organization — or a detriment? Each person has the opportunity to make or break the relationship with a client, customer, vendor, or patient. And so, you choose. How will you impact each day and your organization's productivity?

Second, each person is a leader of other members of the team. Teammates must be able to count on one another. Your colleagues need to trust that you will do what you are supposed to do, how and when you are supposed to do it. And you must be able to count on others in the same way. In addition, ask about the goals and aspirations of your teammates and help them accomplish those aspirations. Encourage their growth and productivity. Everyone wins.

Third, you are a leader of your clients. You cannot push anyone into making a decision, but you can lead them into making a decision — hopefully one that leads them to purchase your product or service. Your interactions with clients will influence their opinions of your team, your employer, and your organization. You are the face of the organization with each and every interaction.

Leadership is the foundation of a healthy work environment. Some leaders are great, and others are not so great. Think of people whose leadership had powerful, positive influences and effects upon your life. Ask yourself the following questions:

1. What did they do that was helpful and supportive?

2. How did they talk to you? Did they give you feedback that helped you grow and get better?

3. Was their guidance sometimes tough? Was it positive and constructive?

4. How did you respond when they corrected something you were doing?

5. What actions of good leaders do you want to incorporate into your life, and which things do you never want to do?

Peter Drucker, one of the leading management experts of our time, coined the term knowledge workers. Knowledge workers make up the main body of people in the workplace today. They want to grow, develop, and make a difference. They want to be fairly compensated, have balanced lives, and feel enriched because of the work they are doing. Therefore, as the workplace evolves, altering the skills of leadership to meet the needs of this new knowledge worker will be beneficial to prosperity. Drucker indicated that knowledge workers own their skills. They can and will move if the workplace situation does not allow them to flourish (Drucker, 1999).

The Theory

I am going to lead you through a synopsis of the theory — the research — behind the book you are preparing to read and study. What! Gasp! Theory? Yes, theory. The background. The foundation. The reason behind what I am getting ready to teach you. I don't want you to build a work environment on sand! Nope! I want you to build it on rock. Solid rock. And that's the research. The history. The foundations of truth are instrumental for any long-lasting business, relationship, or country.

As a longtime student of piano, I studied theory ad nauseam. I did my "dozen-a-day" and Czerny exercises every day. My first piano recital piece was "The Country Capers." But, lo and behold, after years of intentional study of the theory and many hours of practice, my senior recital piece was Grieg's "Sonata OP. 7," which I can still play. When you truly learn something, you own it. It isn't a fleeting discovery or a passing fancy. It is grounded. Internally yours. You never know how far you can go with a foundation of theory and a lot of practice!

My intention is to provide the theoretical groundwork — the foundation — to give you the mechanisms to turn principles and theory into daily realities: things you can sink your teeth into, make happen, and put into action. Fair enough? Okay, then, read on.

CHAPTER 2

Transactional versus Transformational Leadership

Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential.

— Warren Bennis

There are two distinct types of leadership that are evident in the workplace: transactional and transformational. Let's look at each.

Transactional Leadership

Transactional leadership has been dominant in the workplace historically, but this is changing. In this type of work environment, the leader dictates to followers what they will do and how they will do it. The leader indicates requirements and the results that are to be accomplished and outlines the rewards for fulfilling these requirements. There is little interactive communication. Creativity is not encouraged. Rewards are defined by money — not fulfillment or growth. Rewards for work well done are finite. There's not much room for personal development.

Transactional leadership is a hierarchical style of leadership with a top-down style of authority. The employees do not participate in decision making, and their ideas are not encouraged. Communication channels between executives and employees are limited.

Wow! That doesn't sound fun, does it?

Talented people will leave an organization if they are not challenged and appreciated. In a work environment where transactional leadership is evident, attracting and retaining top team members is tough! They may come, but they may not stay.

Certainly, there are times and situations where the executive team or owners must take charge and, of course, they expect and require certain levels of...

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