June 16-22, 2010


THE MICHIGAN CHRONICLE


In these challenging times, meltdowns present a roadblock to progress in the workplace


By Lee Meadows Meltdowns describe the pro-


cess used by individuals to for- mally self-destruct in front of anyone occupying a seat in the organization’s public arena. This typically unpredictable event has steadily moved from being a minor annoyance to a full- scale event that only lacks the planned whistles and fireworks of the WWE’s Smackdown.


The one thing that the


Smackdown and the meltdown have in common is both love a crowd. It is no coincidence that meltdowns have escalated in recent years. What we have learned is that economic pros- perity tends to suppress those parts of our personality that border on lunacy. It is not a stretch to say there is a greater tendency to tolerate random acts of “melt downing” because of the support systems that emerge when things are going well.


At the very least, we could


say, “Go take a vacation, your job will be here when you get back.” Since we can no longer guarantee to John and Jose- phine Meltdown that their job awaits upon their return, the strains of modern day economic times have forced the fringe part of that lunacy into the center of the bell curve.


Human behavior is an adapt- able part of the human experi-


UNI_CBP_02800_Spring.pdf Lee E. Meadows


ence such that our range of tol- erance expands with the times. However, we have for good reason drawn lines in the sand as a way of saying to someone, ‘That’s far enough!’ But what is left unresolved, in these cur- rent times, is the person who will carry out the task of saying, ‘That’s far enough.’


Real life examples: At a business meeting where


1


a team found itself running behind the completion date for a project, one employee chose that moment to engage in a yelling match with someone who had asked a very simple, non-blaming question. The melt downer accused everyone of plotting against her. Obsceni- ties worked their way into the yelling, and the recipient of the attack wisely said nothing.


4/30/10 1:11 PM


The team looked to the project leader to address the behavior, and he didn’t. It was attributed to the pressure of the moment and dismissed as a non-reoccur- ring event. Sadly, it occurred again and again.


There was also the incident


of the employee who returned from the cafeteria after discov- ering they no longer carried an item that he wanted, and preceded to kick his trash can, throw files and pound on his computer. He’d either forgotten or ignored the fact that his cube is also a public arena. It was the third meltdown that he’d had in two weeks. The behavior was never confronted. No one said, ‘That’s far enough!’


As the incidents rise, the tol-


erance increases, or should it? We know we spend a lot more time in our work environments and we know that we have a few more stresses than we are use to having. We know that the workplace has become a surro- gate home and our colleagues are extended, deeply dysfunc- tional family members. Howev- er, the first step in confronting the turnaround of an individual or an organization, starts with that someone who is willing to say, “That’s far enough!”


Lee E. Meadows, PhD, is


a professor of Management at Walsh College. He can be reached at lmeadows@walsh- college.edu.


YOUR MONEY MATTERS Elder care financial planning


When people think of getting older, they


often consider grandkids, retirement and the chance to travel. However, it is also necessary for families to start planning for long-term care before relatives reach retirement age. Plan- ning for elder care allows families to better save and budget while relatives are younger and still bringing in a reliable income. While it may seem like a better idea to put money to- wards immediate expenses, saving a little can make a big difference in the long run.


Long-term care doesn’t


just mean determining who will help you if you are unable to help yourself. The term also applies to the care itself. Individuals thinking about their retirement and beyond should ask themselves a few key questions such as: Do I want to live in a nursing home or retirement commu- nity? Would I prefer to have a family member or spouse care for me at home? And, what happens if I can no longer make my own decisions?


To help pay for long-term care, consider the


following. Current Assets — Examine the funds that


you have now. This can include savings or money put aside in a 401(k). Even if you cannot access your 401(k) funds now, they are still ac- cumulating and can be used as a way to pay for a nursing home or live-in care. Money from stocks or shares is another asset that can be put toward paying for long-term care. It is good to work closely with your financial advisor or port-


folio manager, who can help decide when and if there is a good time to sell.


Other Family Members — If you have an ex-


tended family or financially successful children, they may help ease the burden of long-term care. This is a difficult conversation to have, and it might help to have a mediator present, such as a trusted friend or even a banking representative.


Long-term Care Insur-


ance Plan — Like many other insurance plans, such as life insurance, individu- als who select this option will pay annual premiums. Long-term care insurance plans can be a good idea since a neutral third party is responsible for your fi- nancial future. Individuals concerned about becoming incapacitated or physically unable to care for them- selves will know they are covered without placing this burden on loved ones.


It also allows for greater independence in the future because certain plans cover live-in home care or nursing services. As you age, your long- term care insurance premiums rise, and there is a greater chance you will make claims. While becoming a senior citizen might seem a long way off today, it is a good idea to start making payments into a plan as soon as possible, so you can begin building a solid foundation. A proac- tive approach now can save you time, effort and money in the future.


Source: Comerica Bank. For additional information, please visit www.comerica.com.


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