Power On

Teamwork in the office

Power On

By Cathleen E. Rossiter, PCS

 “It is not the strongest of the species that survives, or the most intelligent that survives. It is the one that is the most adaptable to change. ” ~Charles Darwin


Flash! Crack! Pop!

Darkness engulfs us. Silence, too, but for the pelting of rain and hail on the house and windows.

A neighbor’s tree has just split in two and taken out the power to the neighborhood as it fell on the power lines across the street, pulling the wires from her house in the process. A few of us neighbors gather in the storm to check on our neighbor and her ninety-nine year old mother. We assign ourselves various tasks of calling the town about the tree, the power company about the wires, and vacationing neighbors about windows left open and the severity of the storm. We also call our neighbor’s son a State Trooper, to make sure his Mum and grandmother have the help they need during this frightening time in the middle of the night. All the while, we take turns staying with our neighbor and bringing her updates as new developments occur.

Change is hard enough to deal with when one has time to see its approach and adjust. There is so much emotionally to come to terms with during times of change that often goes unnoticed under the best of circumstances. When change takes us by surprise and places us in a state of complete upheaval, we feel the lack of control and the effects of all our emotions on a highly magnified scale. Without someone to keep us grounded and to guide us through the change, we, like my neighbor in the storm, fall to pieces in some fashion, unable to think clearly and take the necessary steps to deal with the change.

Recently in New England, the news was full of accounts of a particular company in the throes of sudden upheaval after decades of rumblings from within the beast of an acrimonious family struggle for control of the business. In the early stages of this most recent installment of a public struggle, it was easy to see the ulterior motives of some of the participants in spite of the veils with which they covered these motives.

This brings me to the point of my comparing two seemingly dissimilar situations.  Change will happen. It’s inevitable. Whether it happens at its natural pace or thrusts itself upon us is irrelevant. How we handle the change matters. Whether our handling of it produces three-dimensional, positive results is determined by the motives involved in the change. Our motives may be pure or they may not be pure. The motives of the other parties involved in the change also may be pure or they may not be pure. Whatever goes into the change, will have an impact on the results. “Garbage in. Garbage out.” as the saying goes.

Conversely, if you put good stuff into the change, it will produce results that are good for everyone. Here are a few things to consider the next time you are facing change:

  • If you are the instrument of change, ask yourself what your motives are in instigating the change. Be honest or there is no point in reading any further. If your motives are self-centered, admit it. Then, decide what you are going to do next. You can continue on your original path, or you can decide to care about the people left in your wake by asking yourself if there is another way to get what you want while helping others in the process. In the corporate situation above, the motives behind the change were the best-kept secret everybody knew yet the offending parties would not acknowledge, thinking instead that they were hiding them. Mid-way through the ordeal, it reached the following point:

“Any reasonable person would begin to put into question whether or not this is going to happen, whether [the defendant] will be able to put this together,” said Richard Nicolazzo of the communications firm Nicolazzo & Associates, which has advised companies such as MetLife and Nortek in acquisition deals. “If past is prologue, I’m not optimistic. I think that this has been a situation where it’s no longer a rational or economic discussion. It’s about, ‘You’re not going to win at any cost,’ even if it means putting this company into some kind of reorganization.’”

  • Do not be shortsighted in your quest for big profits. My thirty-plus years in the corporate world have allowed me to witness well-planned change strategies that made the companies stronger on paper and at their core because the companies took into consideration all the aspects of what the changes would mean to everyone involved. I have also witnessed hastily made changes designed to boost the Bottom Line for the upcoming shareholders meeting that ultimately produced devastating results.

The advice that my grandfather gave me when buying my first car holds true for all of Life’s decisions:

“I you are pressured into buying the car without being allowed to step back and consider the deal from all angles, walk away because the deal’s no good. If it were good, it would stand on its own.”

  • If your goal is not simply to survive the change but to thrive throughout the change process, be certain to include solid change management practices into your strategy. By helping your employees to deal with the emotional aspects of change throughout each stage of the technical/physical change process, you will have a workforce fully able to support the change from beginning to end, becoming advocates as opposed to adversaries.

Copyright © 2014 – Cathleen E. Rossiter, PCS

All rights reserved. It is strictly prohibited to copy, redistribute, republish or modify any materials or software contained on the cerossiterpcs.com website or in subsequent support without the prior written consent of Cathleen E. Rossiter, PCS.

Multi-tasking Musings


“Multi-tasking Musings”

By Cathleen E. Rossiter, PCS


“One’s action ought to come out of an achieved stillness; not to be a mere rushing on.” – D. H. Lawrence

It’s really quite lovely. Aquamarine bordered in navy with an inner border of swirling peacock feathers. A beautiful repository for the twenty or so tasks I must accomplish this morning, my To Do List sits patiently on my desk waiting for me to reduce it to nothing.


For someone who is decisive, organized, industrious, the To Do List is both friend and foe. More often than not, a friend who keeps me on track, helps me to focus, and allows me to accomplish many tasks in a given time frame. Some days, like today, my To Do List is a foe, a swarm of butterflies fluttering before my eyes, impossible to catch.

As I sat here struggling to corral the butterflies, exhorting myself to end the procrastination, I couldn’t help but remember me in college. Back then I had a tremendous capacity for concentration, prioritization, and quickly completing whatever needed to be done in the allotted time. I couldn’t help but wonder what happened to that version of myself over the years.

The only explanation I could come up with is that my decades spent in the corporate atmosphere, with its expectation of constant multi-tasking has trained me to flitter from task to task as each one presents itself. Particularly in a call center or customer service departmental scenario, new crises present themselves constantly.

I recall the substance of an article I read a few years ago (yet sadly am unable to find the article to share it with you here) that stated that multi-tasking is not a natural Human trait. The article states that multi-tasking was invented for computers to be able to perform calculations and function properly.  It makes sense that as employees are continually asked to do more, to be more productive, put in longer hours – essentially to be more machine-like – that we would develop machine-like traits.

Yet, how good is the work that is produced under these conditions? Certainly it is good enough to get the job done. In order to rise to the level of Superlative in our businesses (specifically in relation to the service we provide) we must strive to produce work that is better than Good Enough. One way I have found to produce superlative work in a limited timeframe is to follow these steps:

  1. Compile a working Master List of the tasks you need to complete, categorizing them as Complete Today, Complete This Week, Complete This Month.

  2. Within each list, prioritize each task or project.

  3. Gather everything you need in order to complete each task in one place (my favorites are the plastic, Velcro-closure, expandable project folders), label it, and store the folders in order of priority. Sticky-tabs with the priority number are a good visual aide.

  4. When it comes time to work on the next item on the list, take out only that project folder and get to work. Oftentimes, the visual clutter of more than one project is a distraction.

  5. If you have conflicting priorities, give each top priority a specific, set amount of time to work on it. This helps keep you focused and moving forward.

  6. Re-prioritize as necessary.

  7. Keep a status sheet at the beginning of each file to make it easy for you (or anyone filling in for you) to not waste time figuring out what has been done already and where to start. Update the sheet at the end of your time limit. File. Then start on your next task.

This method has produced consistent results for me over the years. It replicates the productivity of multi-tasking while dramatically improving the quality of the final product , reducing stress, and conserving your energy for when you really need it.


2013 Copyrighting

Thank You Thursday – V2:N2 – Challenges

Man Concentrating

Welcome to this week’s issue of “Thank You Thursday”. I hope this issue finds that you are well. Today, think about all the challenges you have faced this past week, be it a difficult client, a project that was delayed or derailed, or a week where nothing really seemed to fall into place as easily as it should have. As you review these situations, think about the good things that happened because of, or in spite of, the challenge you were faced with.

Take the time to develop gratitude around the positive events that resulted from the negative events. For example; I recently had difficulty in sending a simple e-mail to a client. The result was that I was forced to look at the e-mail more closely which revealed an error that I was able to correct before the client had seen it. Therefore, an apparent problem actually was a protection for which I am grateful.

Once you begin on the path of gratitude for challenges, you will find that you will no longer see challenges, only opportunities for betterment.

Until the next time, I send you all my best wishes.

Blog Signature

Copyright, 2013. All rights reserved. It is strictly prohibited to copy, redistribute, republish or modify any materials or software contained on the cerossiterpcs.com website or in subsequent support without the prior written consent of Cathleen E. Rossiter, PCS.