nanaimo 9 to 5
I NTERNATIONAL A SSOCIATION
OF
A DMINISTRATIVE P ROFESSIONALS
N ANAIMO 9
TO
5
A Newsletter for Office Professionals N ANAIMO C HAPTER
P RESIDENT ’ S M ESSAGE Well, this is it, my last newsletter as Nanaimo Chapter President. It’s been quite a ride this year (although I think most presidents think the same way of their term in office). We’re finishing the year with several members focusing on other priorities in their lives and (I hope) a new group moving in to take advantage of the learning and networking opportunities offered by IAAP membership. Speaking of the latter, to our student membership, you know this is a period of great change and challenge in your lives. You’ve probably already discovered that there are a lot of people out there competing for the same jobs as you (myself included!). Even though you’re highly qualified and are doing everything right, sometimes things don’t work out as you had hoped. It’s hard staying positive when you hear “no” or don’t hear anything at all! I hope the article on Page 3 of this newsletter will help you keep a positive attitude and not to take things too much to heart. For those currently employed, you’ve probably booked a summer vacation already and are trying to get things organized before you leave. I hope the article on Page 2 will help somewhat. Enjoy your holiday, but take heart to know that it’s normal to have work waiting for you when you get back, no matter how well you prepare. It’s no reflection on you—have confidence in your ability to get back on track shortly after your return. And remember— the company WILL survive without you! On Page 4, there’s something for everybody. I think the article can apply to our Chapter as well as to the workplace. While everyone has contributed to the success of chapter endeavours this year, I would particularly like to commend Education Chair Jolene Mackinnon on an inspired list of speakers this year. This “old dog” certainly learned new tricks—I’ve created an e-portfolio (October speaker) and have been tailoring my resumes (March) in my current job search. Thank you, Jolene. I look forward to assisting you in any way I can through your 2014-2015 year as Chapter President. Enjoy your summer break! Michelle Connolly, CAP-OM
J UNE 2014 N ANAIMO C HAPTER E XECUTIVE 2013 / 2014 President: Michelle Connolly CAPOM Treasurer: Raquel Parris Secretary: Carol Harrison, CAPOM COMMITTEE CHAIRS Education /Website: Jolene Mackinnon Meeting Coordinator: Michelle Connolly CAP-OM Publicity/Flyer: Katharine Lamoureux Ways & Means: Heather Cooper Membership: Trixie Neufeld Admin Professionals Week: Raquel Parris NEXT MEETING: June 11, 2014 What’s New in Office Products Presenter: Jeff Hoag, Daro Agencies Location: Longwood Brewpub Brewers Dining Room 5775 Turner Road, Nanaimo Please register at [email protected] by noon on Monday, June 9th CHECK OUT OUR SITE:
WEB-
P P AGE AGE 2 2
N ANAIMO 9
T IME M ANAGEMENT FOR Y OUR T IME O FF :
C HECKLIST H ELPS Y OU P REPARE
FOR
TO
5
V ACATION
By Robert DiGiacomo, for Yahoo! HotJobs
The trick to getting ready for a vacation, according to time management expert Peggy Duncan, is to stay organized at work every day. For example, you should always keep your files, emails and project details ordered, as if you were preparing to head to the airport at any time. "You shouldn't have to kill yourself working the week before you go on vacation," says Duncan, a consultant and author of Put Time Management to Work and Live the Life You Want. Even for the organizationally challenged, however, leaving work behind is doable if you follow this checklist: Set Your Prevacation Priorities Starting about a month before you leave, determine what items must be completed by your departure date and what can wait. "You need to keep perspective on what's important and what needs to get done," says work-life coach Natalie Gahrmann of N-R-G Coaching Associates and author of Succeeding as a Super Busy Parent: 75 Practical Tips for Life, Love, Kids, & Career. Give Plenty of Advance Notice Depending on your office culture, hold a meeting or call colleagues several weeks ahead to alert them to your time off and their duties in your absence; don't rely on email. "It's important the people on your team know their responsibilities, and are prepared for what's on their plate," Gahrmann says. Leave a Paper -- and Email -- Trail Help your colleagues from afar by keeping project files organized in your real and virtual inboxes. "Your processes should be streamlined and documented, so people know what you're doing, and who to call when you're gone -- rather than you on vacation," Duncan says. Know Who's Boss Be clear about who's leading a project or supervising your staff while you're gone. "Your team, as well as your customers, your clients and other employees, should know who's in charge, so they don't see you as the only person who can answer a question," Gahrmann says. Decide Who Gets Your Number Designate a point person to contact you -- and under what circumstances. "That person should know only to contact you in emergencies, or if you have someone checking your email, they should know only to forward [certain] things," Duncan says. Prepare for Your Return Agenda The week before you leave, take some time to schedule future meetings or set timelines for your post-vacation goals. "Part of planning is knowing what's on [your] plate when [you] get back," Gahrmann says. Don't Lose the Vacation State of Mind Set your return date on your voicemail and out-of-office email messages for a day or two after you're scheduled to come back, so you have time to reacclimate. "Deal with all the things you can see first -- all the mail piled up and that kind of thing -- before you start to tackle email and set up meetings," Duncan advises. "You want to clear up the clutter and chaos, so you can think better." Finally, remember your job is just that. Of course you're essential to your company's success, but everyone needs time off to recharge. "If you're going away for a week, life doesn't stop -- the company isn't going to fail in a week," Gahrmann says.
N ANAIMO 9
P AGE 3
IMPROVING
TO
5
SELF-ESTEEM
From Choices, Vancouver Island Counselling Newsletter What is self-esteem? Self-esteem is how we value ourselves; it is how we perceive our value to the world and how valuable we think we are to others. Self-esteem affects our trust in others, our relationships, our work and nearly every part of our lives. Positive self-esteem gives us the strength and flexibility to take charge of our lives and grow from our mistakes without the fear of rejection. Some outward signs of positive self-esteem: Confidence Self-direction Accept mistakes and learn from them Able to solve problems Ability to trust others Good self-care Independent & cooperative attitude Comfortable with a wide range of emotions Non-blaming Aware of personal strengths Ability to say no Optimism What is low self-esteem? Low self-esteem is a debilitating condition that keeps individuals from realizing their full potential. A person with low selfesteem feels unworthy, incapable and incompetent.
Negative view of life Feeling unloved & unlovable Blaming behaviour Fear of taking risks
Signs of low self-esteem: Perfectionist attitude Letting others make decisions Fear of being ridiculed Mistrusting others
How does low self-esteem start? It is often the result of filtering opinions, comments, looks, suggestions and actions of those around us through a person’s own feelings and self-image. If a child grows up with neglectful parents, he/she may grow up feeling unworthy of care. This feeling may last a lifetime, even though others show their love and affection for the person. Their low self-esteem becomes “second nature,” and they may even unconsciously sabotage the good creative aspects of their personalities to become the people they perceive themselves to be. How can you raise low self-esteem? Feelings of low self-esteem often build up over a lifetime, and letting go of ingrained feelings and behaviours is not an easy task. It may take time, hard work and it may require professional counselling. But there are some simple, positive thinking techniques that can be used to help improve self-esteem. These are called affirmations. Using affirmations to stop negative self -talk is a simple, positive way to help increase self-esteem. Try replacing negative self-messages with positive ones. For example, replace the message, “I made a stupid mistake and I’m no good at this job,” with “Yes, I made a mistake, but I’ve learned from it and now I can do a better job.”
The following affirmations can help you work toward a positive self-image: I respect myself and others. I am loveable and likeable. I care about myself. I am creating loving, healthy relationships. I accept myself just as I am. I am a good friend to myself and others. I am confident and it shows. Life is good and I like being part of it. I look great!
N ANAIMO 9
P AGE 4
W HAT O LDER W ORKERS
AND
Y OUNGER W ORKERS C AN L EARN
FROM
TO
5
E ACH O THER
By Dan Woog, Monster Contributing Writer For the first time ever, four distinct generations share the workplace: the Silents (who are in their mid-60s on up), Baby Boomers (mid-40s to mid-60s), X-ers (mid-20s to mid-40s) and Millennials (the newest workers). The work and life experiences of each group are unique, but the divide is clearest between the two oldest generations and the two youngest. As is always true, older workers can teach younger colleagues a thing or two. But education is a two-way street, and older workers can also learn from newer hires. Here are a few of those lessons. What Older Workers Can Teach Younger Workers
Hard Times: “Younger workers didn’t go through the recession of the 1970s, and there are still people in the workplace who remember the Depression,” says Ben Dattner, an industrial and organizational psychologist and consultant. “They can pass along wisdom about economic cycles and provide a long-range view of things.”
Loyalty: It may be out of fashion these days, but sticking with one employer or boss has its own rewards. Older workers know what it means to commit through thick and thin, Dattner says. It may not be easy to stay the course with one company -- especially when a quick job change may bring instant gratification, more pay and better perks -- but older workers know that some companies do take care of the employees who stay and take care of the company.
Experience: Whether it’s corporate policies, company politics or industry knowledge, older workers know the ropes, Dattner says. Most of them are happy to pass along what they know about people, jobs and success.
Interpersonal Skills: “Older workers are social animals [who are] very skilled at one-on-one relationships,” says consultant Chuck Underwood, author of The Generational Imperative: Understanding Generational Differences in the Workplace, Marketplace and Living Room. “All the technological knowledge of younger workers doesn’t compensate for their lack of interpersonal time.” Older workers can teach younger ones about basic workplace interpersonal skills such as common courtesy and team play.
Regrets: “Older workers usually have a good understanding of what they regret in their career choices,” says Penelope Trunk, blogger and author of Brazen Careerist: The New Rules for Success. “People usually regret not what they did, but what they didn’t do. Older workers can use those regrets to pass along ideas on how to steer your career so it can be more fulfilling.”
Independence: “For years, younger workers have been taken care of by parents and their communities, but now they’re on their own,” Trunk says. “Older workers know how to depend on themselves. They can teach new workers that when they’re at work, they can’t count on anyone to take care of them.”
What Younger Workers Can Teach Older Workers
New Technology: This is the most obvious area. Whether it’s computers, PDAs or any other device with bits and bytes, chances are younger workers know how to use it. If they don’t, they’re comfortable learning how. And, like most people with a skill, they’re usually happy to pass on what they know.
Diversity: Younger workers come from diverse households and backgrounds. Their “wider perspectives” can help open older workers’ eyes to the changing world and workforce, Dattner says.
Job-Hopping: “Older workers have been told that only bad, disloyal or incompetent employees leave,” Trunk says. “In fact, today it’s the superstars who jump from job to job.” While older workers may regard career change as negative, young people understand that it can be fulfilling, energizing -- even life-changing.
Risk Taking: “Younger workers are extremely entrepreneurial,” Underwood says. “They’re excellent out-of-the-box thinkers. That’s especially true compared to people who have spent their careers respecting corporate hierarchies and processes, not taking a lot of risks.” Though that was not necessarily bad in earlier times, “a new era demands a new way of thinking,” he says.
Balancing Work/Life Issues: “Older workers have done a horrible job with family and work-life balance issues,” Underwood says. “Younger workers are not career-driven. They can show older workers different attitudes and values.”
F ULFILLING D REAMS : “O LDER WORKERS HAVE HAD TONS OF RESPONSIBILITIES THROUGHOUT THEIR CAREERS , BUT NOW THAT THEY ’ RE WITHOUT KIDS OR MORTGAGES , THEY ’ RE FREE ,” T RUNK SAYS . “T HEY CAN GO OUT AND FULFILL THEIR DREAMS -- BUT THEY MAY NOT REALIZE IT . I F THEY SEE HOW YOUNGER WORKERS ACT AND FEEL , THEY CAN FOLLOW THEIR LEAD .”
OF
A DMINISTRATIVE P ROFESSIONALS
N ANAIMO 9
TO
5
A Newsletter for Office Professionals N ANAIMO C HAPTER
P RESIDENT ’ S M ESSAGE Well, this is it, my last newsletter as Nanaimo Chapter President. It’s been quite a ride this year (although I think most presidents think the same way of their term in office). We’re finishing the year with several members focusing on other priorities in their lives and (I hope) a new group moving in to take advantage of the learning and networking opportunities offered by IAAP membership. Speaking of the latter, to our student membership, you know this is a period of great change and challenge in your lives. You’ve probably already discovered that there are a lot of people out there competing for the same jobs as you (myself included!). Even though you’re highly qualified and are doing everything right, sometimes things don’t work out as you had hoped. It’s hard staying positive when you hear “no” or don’t hear anything at all! I hope the article on Page 3 of this newsletter will help you keep a positive attitude and not to take things too much to heart. For those currently employed, you’ve probably booked a summer vacation already and are trying to get things organized before you leave. I hope the article on Page 2 will help somewhat. Enjoy your holiday, but take heart to know that it’s normal to have work waiting for you when you get back, no matter how well you prepare. It’s no reflection on you—have confidence in your ability to get back on track shortly after your return. And remember— the company WILL survive without you! On Page 4, there’s something for everybody. I think the article can apply to our Chapter as well as to the workplace. While everyone has contributed to the success of chapter endeavours this year, I would particularly like to commend Education Chair Jolene Mackinnon on an inspired list of speakers this year. This “old dog” certainly learned new tricks—I’ve created an e-portfolio (October speaker) and have been tailoring my resumes (March) in my current job search. Thank you, Jolene. I look forward to assisting you in any way I can through your 2014-2015 year as Chapter President. Enjoy your summer break! Michelle Connolly, CAP-OM
J UNE 2014 N ANAIMO C HAPTER E XECUTIVE 2013 / 2014 President: Michelle Connolly CAPOM Treasurer: Raquel Parris Secretary: Carol Harrison, CAPOM COMMITTEE CHAIRS Education /Website: Jolene Mackinnon Meeting Coordinator: Michelle Connolly CAP-OM Publicity/Flyer: Katharine Lamoureux Ways & Means: Heather Cooper Membership: Trixie Neufeld Admin Professionals Week: Raquel Parris NEXT MEETING: June 11, 2014 What’s New in Office Products Presenter: Jeff Hoag, Daro Agencies Location: Longwood Brewpub Brewers Dining Room 5775 Turner Road, Nanaimo Please register at [email protected] by noon on Monday, June 9th CHECK OUT OUR SITE:
WEB-
P P AGE AGE 2 2
N ANAIMO 9
T IME M ANAGEMENT FOR Y OUR T IME O FF :
C HECKLIST H ELPS Y OU P REPARE
FOR
TO
5
V ACATION
By Robert DiGiacomo, for Yahoo! HotJobs
The trick to getting ready for a vacation, according to time management expert Peggy Duncan, is to stay organized at work every day. For example, you should always keep your files, emails and project details ordered, as if you were preparing to head to the airport at any time. "You shouldn't have to kill yourself working the week before you go on vacation," says Duncan, a consultant and author of Put Time Management to Work and Live the Life You Want. Even for the organizationally challenged, however, leaving work behind is doable if you follow this checklist: Set Your Prevacation Priorities Starting about a month before you leave, determine what items must be completed by your departure date and what can wait. "You need to keep perspective on what's important and what needs to get done," says work-life coach Natalie Gahrmann of N-R-G Coaching Associates and author of Succeeding as a Super Busy Parent: 75 Practical Tips for Life, Love, Kids, & Career. Give Plenty of Advance Notice Depending on your office culture, hold a meeting or call colleagues several weeks ahead to alert them to your time off and their duties in your absence; don't rely on email. "It's important the people on your team know their responsibilities, and are prepared for what's on their plate," Gahrmann says. Leave a Paper -- and Email -- Trail Help your colleagues from afar by keeping project files organized in your real and virtual inboxes. "Your processes should be streamlined and documented, so people know what you're doing, and who to call when you're gone -- rather than you on vacation," Duncan says. Know Who's Boss Be clear about who's leading a project or supervising your staff while you're gone. "Your team, as well as your customers, your clients and other employees, should know who's in charge, so they don't see you as the only person who can answer a question," Gahrmann says. Decide Who Gets Your Number Designate a point person to contact you -- and under what circumstances. "That person should know only to contact you in emergencies, or if you have someone checking your email, they should know only to forward [certain] things," Duncan says. Prepare for Your Return Agenda The week before you leave, take some time to schedule future meetings or set timelines for your post-vacation goals. "Part of planning is knowing what's on [your] plate when [you] get back," Gahrmann says. Don't Lose the Vacation State of Mind Set your return date on your voicemail and out-of-office email messages for a day or two after you're scheduled to come back, so you have time to reacclimate. "Deal with all the things you can see first -- all the mail piled up and that kind of thing -- before you start to tackle email and set up meetings," Duncan advises. "You want to clear up the clutter and chaos, so you can think better." Finally, remember your job is just that. Of course you're essential to your company's success, but everyone needs time off to recharge. "If you're going away for a week, life doesn't stop -- the company isn't going to fail in a week," Gahrmann says.
N ANAIMO 9
P AGE 3
IMPROVING
TO
5
SELF-ESTEEM
From Choices, Vancouver Island Counselling Newsletter What is self-esteem? Self-esteem is how we value ourselves; it is how we perceive our value to the world and how valuable we think we are to others. Self-esteem affects our trust in others, our relationships, our work and nearly every part of our lives. Positive self-esteem gives us the strength and flexibility to take charge of our lives and grow from our mistakes without the fear of rejection. Some outward signs of positive self-esteem: Confidence Self-direction Accept mistakes and learn from them Able to solve problems Ability to trust others Good self-care Independent & cooperative attitude Comfortable with a wide range of emotions Non-blaming Aware of personal strengths Ability to say no Optimism What is low self-esteem? Low self-esteem is a debilitating condition that keeps individuals from realizing their full potential. A person with low selfesteem feels unworthy, incapable and incompetent.
Negative view of life Feeling unloved & unlovable Blaming behaviour Fear of taking risks
Signs of low self-esteem: Perfectionist attitude Letting others make decisions Fear of being ridiculed Mistrusting others
How does low self-esteem start? It is often the result of filtering opinions, comments, looks, suggestions and actions of those around us through a person’s own feelings and self-image. If a child grows up with neglectful parents, he/she may grow up feeling unworthy of care. This feeling may last a lifetime, even though others show their love and affection for the person. Their low self-esteem becomes “second nature,” and they may even unconsciously sabotage the good creative aspects of their personalities to become the people they perceive themselves to be. How can you raise low self-esteem? Feelings of low self-esteem often build up over a lifetime, and letting go of ingrained feelings and behaviours is not an easy task. It may take time, hard work and it may require professional counselling. But there are some simple, positive thinking techniques that can be used to help improve self-esteem. These are called affirmations. Using affirmations to stop negative self -talk is a simple, positive way to help increase self-esteem. Try replacing negative self-messages with positive ones. For example, replace the message, “I made a stupid mistake and I’m no good at this job,” with “Yes, I made a mistake, but I’ve learned from it and now I can do a better job.”
The following affirmations can help you work toward a positive self-image: I respect myself and others. I am loveable and likeable. I care about myself. I am creating loving, healthy relationships. I accept myself just as I am. I am a good friend to myself and others. I am confident and it shows. Life is good and I like being part of it. I look great!
N ANAIMO 9
P AGE 4
W HAT O LDER W ORKERS
AND
Y OUNGER W ORKERS C AN L EARN
FROM
TO
5
E ACH O THER
By Dan Woog, Monster Contributing Writer For the first time ever, four distinct generations share the workplace: the Silents (who are in their mid-60s on up), Baby Boomers (mid-40s to mid-60s), X-ers (mid-20s to mid-40s) and Millennials (the newest workers). The work and life experiences of each group are unique, but the divide is clearest between the two oldest generations and the two youngest. As is always true, older workers can teach younger colleagues a thing or two. But education is a two-way street, and older workers can also learn from newer hires. Here are a few of those lessons. What Older Workers Can Teach Younger Workers
Hard Times: “Younger workers didn’t go through the recession of the 1970s, and there are still people in the workplace who remember the Depression,” says Ben Dattner, an industrial and organizational psychologist and consultant. “They can pass along wisdom about economic cycles and provide a long-range view of things.”
Loyalty: It may be out of fashion these days, but sticking with one employer or boss has its own rewards. Older workers know what it means to commit through thick and thin, Dattner says. It may not be easy to stay the course with one company -- especially when a quick job change may bring instant gratification, more pay and better perks -- but older workers know that some companies do take care of the employees who stay and take care of the company.
Experience: Whether it’s corporate policies, company politics or industry knowledge, older workers know the ropes, Dattner says. Most of them are happy to pass along what they know about people, jobs and success.
Interpersonal Skills: “Older workers are social animals [who are] very skilled at one-on-one relationships,” says consultant Chuck Underwood, author of The Generational Imperative: Understanding Generational Differences in the Workplace, Marketplace and Living Room. “All the technological knowledge of younger workers doesn’t compensate for their lack of interpersonal time.” Older workers can teach younger ones about basic workplace interpersonal skills such as common courtesy and team play.
Regrets: “Older workers usually have a good understanding of what they regret in their career choices,” says Penelope Trunk, blogger and author of Brazen Careerist: The New Rules for Success. “People usually regret not what they did, but what they didn’t do. Older workers can use those regrets to pass along ideas on how to steer your career so it can be more fulfilling.”
Independence: “For years, younger workers have been taken care of by parents and their communities, but now they’re on their own,” Trunk says. “Older workers know how to depend on themselves. They can teach new workers that when they’re at work, they can’t count on anyone to take care of them.”
What Younger Workers Can Teach Older Workers
New Technology: This is the most obvious area. Whether it’s computers, PDAs or any other device with bits and bytes, chances are younger workers know how to use it. If they don’t, they’re comfortable learning how. And, like most people with a skill, they’re usually happy to pass on what they know.
Diversity: Younger workers come from diverse households and backgrounds. Their “wider perspectives” can help open older workers’ eyes to the changing world and workforce, Dattner says.
Job-Hopping: “Older workers have been told that only bad, disloyal or incompetent employees leave,” Trunk says. “In fact, today it’s the superstars who jump from job to job.” While older workers may regard career change as negative, young people understand that it can be fulfilling, energizing -- even life-changing.
Risk Taking: “Younger workers are extremely entrepreneurial,” Underwood says. “They’re excellent out-of-the-box thinkers. That’s especially true compared to people who have spent their careers respecting corporate hierarchies and processes, not taking a lot of risks.” Though that was not necessarily bad in earlier times, “a new era demands a new way of thinking,” he says.
Balancing Work/Life Issues: “Older workers have done a horrible job with family and work-life balance issues,” Underwood says. “Younger workers are not career-driven. They can show older workers different attitudes and values.”
F ULFILLING D REAMS : “O LDER WORKERS HAVE HAD TONS OF RESPONSIBILITIES THROUGHOUT THEIR CAREERS , BUT NOW THAT THEY ’ RE WITHOUT KIDS OR MORTGAGES , THEY ’ RE FREE ,” T RUNK SAYS . “T HEY CAN GO OUT AND FULFILL THEIR DREAMS -- BUT THEY MAY NOT REALIZE IT . I F THEY SEE HOW YOUNGER WORKERS ACT AND FEEL , THEY CAN FOLLOW THEIR LEAD .”
