Alice Waagen, PhD, Workforce Learning
Who she is: President and founder of the HR / management training firm Workforce Learning.
What she does: Through workshops and training sessions, Alice provides managers and C-level executives with the skills and knowledge they need to build a more productive work environment.
Why she does it: “I have a passion for working with organization leaders to identify their successful HR programs and practices as well as to develop new programs that increase leader effectiveness,” she says. “In the past three years, more than 125 leaders from 24 different organizations have graduated from Alice’s unique leadership development workshop series. It always amazes me to see how much a group can shift their way of thinking after just a few sessions. I’m thrilled to be able to facilitate these transformations.”
TRAINING THE WORKFORCE TO THINK DIFFERENTLY ABOUT WORK
By Hope Katz Gibbs
When Alice Waagen, PhD, founded Workforce Learning in 1997 she was determined to help leaders — from managers to C-level executives — with the skills and knowledge they need to build a more productive work environment.
After all, she’d been in the trenches herself for years working as the senior director of corporate training for Amtrak in Washington DC and as the director of education for Training & Development for Freddie Mac. In both of those positions, Alice created and implemented workplace development programs that served her internal clients from the shop floor to the executive suite.
“I learned a ton working in corporate America, but what I realized after going into business for myself is that most leaders really do need help finding the best way to empower and inspire their teams,” she says.
In face, the past three years, more than 125 leaders from 24 different organizations have graduated from Alice’s unique leadership development workshop series.
Are you stressing out your staff?
These days, Alice says that what she’s seeing is more managers trying to do less with more — and it’s crushing the people who are being asked to do the impossible.
“My background is in management, not economics or psychology, but when it comes to productivity and burnout in the workforce of 2010, I can tell you what I’m seeing: Everyone is working harder to stay employed and in business,” she says.
“But what price are we paying? At what point do the long hours, anxiety and stress result in burnout? You can only assess this for yourself, but I think every person at work needs to evaluate his or her levels of stress and burnout and set a course to find a healthier balance.”
The problem = not enough time
Alice believes one way to deal with the “too much work” monster is to assess what you can change and what you can’t.
“So if you feel that you have too much to do and not enough time to do it, step back and realize that there is a finite amount of time in each work week,” she explains. “It is the only truly fixed commodity in the business world.”
What we can do is get loans or lines of credit to ease cash flow crunches, adjust deliverables to reduce work volume, and remove projects based on shifts in priorities. But we can’t add hours to the day or days to the week.
“When I start feeling overwhelmed by the dwindling hours in a day and feel at risk of burning out, nothing gives me more solace than the adage: Work smarter, not harder,” she shares. Here’s how:
1. Relentlessly challenge your priorities. If you have multiple #1 priorities, ask yourself what are the true “value-added” criteria? What would you like to achieve with this work? Will it generate additional work by creating even more assignments? Will it serve as a good reference for prospective clients? Will it generate a substantial amount of goodwill with your clients that will result in paying work in the future? Or is this a one-shot contract? These value-added criteria always allow me to determine the priorities that need my attention.
2. Practice “what-if” failure scenarios to analyze the impact of errors or mistakes. This is a way to generate what I call “negative” criteria. When I contemplate reducing the length of an analysis or research phase and evaluate the impact, I discover that the degree of analysis that was “required” was self-imposed and would have minimal impact if reduced. Sometimes the feeling of being overburdened comes from our own need to be perfectionists — not from the client or even the demands of the project.
3. Avoid postponing deadlines. Postponing a due date may feel like it is buying you time, but more often than not it simply pushes the work into an already overloaded future. Again, time is a fixed commodity. Pushing a deadline to tomorrow simply ensures that you will be facing that same time crunch at a future date.
4. Rid your schedule of artificial deadlines. We seem to be working in a culture where everyone wants their deliverable “yesterday.” I recommend you push back and take control of your deadlines. Ask your boss or client what decision or action will be made once you complete the deliverable. If the decision or action that the work produces cannot be made at the stated deadline, then the deadline can effectively be adjusted closer to the decision point. This creates realistic timelines for deliverables, and helps everyone on the project keep their eye on the right ball.
Take charge of your life. I believe that the main driver for anxiety and stress is the feeling of being out of control. There is no work, no job, and no profession worth your ruined health. Faced with deadlines and deliverables, take a moment to honestly assess strategies for prioritizing the work you are doing to make sure that you are in control of what you do — and how you do it.
More about Alice Waagen
Alice is frequently called on to present on topics of organizational learning best practices. She has spoken at the International Personnel Management Association (IPMA) annual conference, numerous chapter meeting of the Society for Human Resource Management (SHRM), American Association for Training & Development (ASTD), the Association of Fundraising Professional (AFFP) and the American Legal Association (ALA). She has facilitated strategic leadership off sites for a number of Metro DC organizations including the Civilian Research & Development Foundation (CRDF), Haynes Boone Inc., McNeil Technology, Horizon Corporation, and US AID.
She earned a BS in Education from the New York State College at Buffalo, and MS and PhD degrees in Education from the Pennsylvania State University.
Giving back to the community is also important to Alice. She currently serves on The Board of Directors for Habitat for Humanity, Northern VA as well as on the Advisory Board for Marymount University Reston Campus Graduate and Adult Education Programs.
*For more information, visit www.workforcelearning.com.