Posts Tagged BizPsych

Publication Update December 2017

Just a quick update.

Dr. Robert Mines (chairman and psychologist) and Dr. Dani Kimlinger (CEO) from the MINES Team were honored to contribute to an article by Bruce Shutan in this month’s issue of The Self-Insurer. The article is called Beyond Opioids and covers how EAPs, like MINES, and good benefit-plan design can help treat addictions and other substance use issues in an employee population as well as control overall health care spending.

The issue can be viewed here:


Check out other Self-Insurer publications here:

And check out other MINES publications here:


To your wellbeing,

The MINES Team


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Psychology of Performance #56: Innovation and Maintenance

Man having an idea!

Our businesses and as us as individuals have expectations, beliefs, and assumptions that if we don’t innovate (or as individuals, have new achievements and personal bests) we will lose business, lose ground against the competition, lose our position, and just plain lose in life. Farnam Street ( has many resources on this topic and how these beliefs and assumptions affect performance. This week it highlighted an article by Andrew Russell & Lee Vinsel called Hail the Maintainers.

This article is a wonderful resource and stimulated my thinking for this blog post.

The assumption is that if business does not innovate, disruptive events can occur that will reduce performance, up to and including, the end of the business. Russell and Vinsel noted that innovation has become what psychologists would call an embedded, unchallenged assumption.  They go on to state that innovation is a small percentage of the time and activity of most businesses. What is actually the case is that many aspects of performance are focused on maintenance. Those who do the maintenance, the day-to-day tasks, recalibration, and incremental improvements deliver consistent results for their customers and clients. They are able to continue and perform day after day. A key element is improvement versus innovation. What does improvement mean for your business performance?

On an individual performance level, it is important that we do our own personal maintenance. This involves getting adequate sleep, nutrition, exercise, stress management, and connecting moments. This also implies avoiding behavior patterns that detract from maintaining ourselves optimally such as smoking, over eating, working too much, and others.

On an individual performance level, we are faced everyday with maintenance and recalibration choices. Our self-talk related to these choices — our beliefs and judgments about these choices — influence our ability to stay within an optimal maintenance range. This is a complex range of behaviors and attitudes, not very amenable to all-or-none thinking. “Good enough,” “just show up,” “do your best, forget the rest,” and  “soft face, calm interior” are a few handrails that can be used to override thoughts and judgments that may interfere with individual performance.

My dear friend, colleague, and business partner, Dr. Richard T. Lindsey, used phone cords as his metaphor for the importance of maintenance. His mission was to straighten all the phone cords that were tangled as a picture of maintaining our tools and gifts for optimal performance. He has been so successful that most of our phones no longer even bother having cords! !

There are events such as new laws, new technology, and new delivery models that are innovative and affect performance of business and individuals in dramatic ways. These are game changers, however, they are often not category killers.  On the other hand, the majority of  businesses and individuals that deliver consistently good service and products continue to perform in their sectorsWhat are the high performance markers for your organization? These indicators would include: profit margin, cash reserves (how long is your runway if a disruptive event occurred?), debt, cash flow, positive culture, organizational life span challenges and resolutions, clear organizational structure with bench strength and lines of authority,  leadership that has clear vision and ability to execute, along with long range cognitive complexity, and finally the organizational ability to identify and make incremental changes as well as remove constraints in work processes and flow.

Individually, we also have high performance markers. What is your overall health level? Have you been healthier this year than last year? How is your daily energy? Is it improving or declining? What are your markers on endurance, strength, flexibility, and your immune system? Are your finances better or worse this year? How are your interpersonal relationships?

Whether organizationally or individually, noting the tension between innovation and maintenance can be an important awareness that allows for mindful and intentional management.

Have a day filled with loving kindness and compassion!


Robert A. Mines, Ph.D., CEO & Psychologist

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The Next Generation

Gen X’ers, Millennials, and Baby-Boomers. There are many names for the 3 largest generational groups in the workforce today, but no matter what name you call them it doesn’t stop the differences between these age defined demographics from being a top concern among Human Resources professionals and managers across the nation. Age diversity in the workforce is increasing, and while the reasons for this are vast and important, the real question we want to ask today is what is the best way for an organization to ensure their employees form a cohesive, cooperative team despite these generational rifts?

The Colorado chapter of the Healthcare Financial Management Association (HFMA) is asking that very question and MINES & Associates’ Human Resource and Organizational Psychology Leader, Dr. Dani Kimlinger, has an answer for them. She challenges those dealing with generational diversity in their workforce to embrace it. The different experiences, the varied problem solving techniques, and the unique traits that each generation brings to the table provides valuable opportunities for team building and learning. To find out more, you can check out Dr. Kimlinger’s full article.

While it won’t appear in HFMA’s newsletter until October,  you can get a sneak peak right now by clicking here.

To your wellbeing,

– The MINES Team

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Psychology of Performance #52: Managerial Hierarchy, Accountability and Authority

I have blogged before about managerial hierarchy and accountability. It is worth another look at Elliot Jaques classic book, Requisite Organization, as new generations are coming into the workforce, technology has created the opportunity for virtual teams, and performance is still relevant for any organization to sustain itself. The following information comes directly from Dr. Jaques’ work. I encourage you to read his work in its entirety. This blog was generated out of the organizational psychology and human resources consulting MINES does with its clients. Time after time, accountability and authority are unclear in an organization’s structure. This often happens when marketing titles are given that imply authority when, in fact, there is none. Accountability for results may be unclear and personnel layoff decisions are made only to be repeated with the next employee group as the underlying system issue has not been clarified. This blog provides Jaques’ perspective and the results of over 50 years of his body of work.

Assumptions (Based on Organizational Theory of Managerial Hierarchy):

The basic business unit consists of a manager, one or more supervisors, and front-line producers.  In the discussion to follow, “manager” is used to describe the role, accountability, and authority of both the manager and supervisor (a subordinate’s boss).  In function, the manager is working on systems issues while the supervisor is working on quality assurance and work assignment(s). In the following discussion Manager and Supervisor are used interchangeable as the discussion is about hierarchy not role/level. Think about this discussion as related to an employee’s “direct boss.”  In reality, a manager has a longer decision time span than a supervisor and has different functions.

Manager-Subordinate Accountability System

Accountability and authority establishes where people stand with each other.  They determine who is able to say what to whom, and who under given circumstances must say what to whom.  They establish who can tell who to do what, especially, in the managerial hierarchy, if one person is being held accountable for what another person does or for the results of what the other person does.

Accountability and authority define the behaviors that are appropriate and necessary in the vertical relationships between managers and their subordinates, and in the horizontal cross-functional relationships between people.  The vertical relationships are those by means of which the work that needs to get done is assigned, resourced, and evaluated; and the cross-functional relationships are those by means of which the flow of work across functions gets processed and improved through time.

Key questions:

  • What are the accountabilities of managers, or of individual contributors?
  • What authority does a manager have in relation to subordinates?
  • What authorities do employees who work together have in relation to each other?

Managerial Accountability and Behavior

It is absolutely imperative that organizational leaders be clear not only about their own decision-making accountability, but they must also make it equally clear for each and every manager below them in the organization.  All of these managers must also meet regularly in two-way discussions about major issues with their immediate subordinates, in order to get their help in making decisions for which the manager alone must be accountable.  In discussions between managers and subordinates, it is always the manager that is ultimately accountable for decisions.  Even when the subordinate has more knowledge than his or her manager on a given matter and tells the manager what he or she thinks should be done; if the manager accepts the subordinate’s view then it becomes the manager’s decision. There will be times in an organization’s growth or life span when a manager may have multiple roles/levels that they are accountable for. The manager may be a level three, two, and one on a given day if the department or work group is small enough or does not have the resources to accommodate separate levels and roles. This is a situation referred to as “down in the weeds,” ”wearing many hats,” or “collapsed strata” (also known as time span within which one operates). This is not ideal; however, at times it may be the best we can do.

Who should be accountable for results?

Two basic principles:

First, all employees, including managers, must be held accountable for the continuous exercise of full commitment of capability (doing their very best) in carrying out the tasks assigned.

Second, managers must be held accountable for the results of the work and working behavior of immediate subordinates.

Definition of a Manager

A manager is the incumbent of a role in which s/he:

  1. Is assigned accountability for doing his/her best to use assigned financial, physical, and human resources (the human resources comprise subordinates under contract to do their best).
  2. Is accountable for deciding how best to get optimum short-, mid-, and long-term results from an assigned functional area (e.g., a production department, geographical area, or a customer category).
  3. Is accountable for maintaining a team of subordinates capable of doing the necessary work.
  4. Effectively applies all managerial leadership practices in relation to subordinates.
  5. Adds value to the subordinates’ work.
  6. Is accountable for providing necessary trainings, materials, and support to both supervisors and all subordinates.
  7. Says what they are going to do. They do what they say they would do and when they can’t (as infrequently as possible) they explain promptly.  They expect others to behave the same way.
  8. Creates clearly defined goals because without clarity it is difficult to be held accountable
  9. Keeps consistent priorities.
  10. Documents agreements.
  11. Creates performance measures and evaluates progress or lack thereof.

In addition to managerial hierarchy, cross-functional relationships also need to be clearly defined.

My hope is that this information will allow you to evaluate your role and function in your organization and if there is room for improvement, to have a blueprint to help you and your colleagues proceed.


Have a day filled with compassion!


Robert A. Mines, Ph.D., CEO & Psychologist

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Bridging the Gap # 3

If the first half of your 2014 was anything like it was here at MINES, it was jam-packed with exciting changes and new prospects. But don’t worry if the year has not been as busy as you’d prefer since we still have nearly half a year of opportunity before 2015. So take a deep breath, relax, and continue to strive for balance and wellbeing in your life as we tackle Q3 together; but before we go forward, let’s look backwards for a moment.

As usual, “Bridging the Gap” aims to take everything MINES has been going on about for the last quarter and break down the topics and the connections that they have with one another, as well as your life and the lives of those around you, to make sure that the information we share can have the best possible impact on your view of wellbeing, and bring balance into your life every day. The second quarter of 2014 saw MINES introduce a whole host of new resources, inspirational stories, and wellbeing topics. Let’s start with the wellbeing topics first.

In April, we introduced all new wellbeing topics: intellectual and social wellbeing. While exploring these topics we looked at the importance of being mindful of the influence that your friends, family, and society in general have on your cognitive processes. Next, in May we continued our examination of intellectual wellbeing, this time looking at its connection with financial wellbeing. We looked at the complex implications these two topics have on each other on the individual as well as societal levels.Then in June, financial wellbeing carried over and was analyzed alongside social wellbeing. We looked at social circles and our financial statuses effect on one another as we interact in our social lives. Finally, earlier this month we linked physical wellbeing with a completely fresh topic, environmental wellbeing, prompting a look at our physical self and its place in the world around us.

As our readers have come to expect from our blog, last quarter was filled with a wide array of diverse content from all corners of the MINES Team. Dr. Robert Mines chimed in with posts on Overcoming Adversity, Compassion, and the Psychology of Diabetes. Marcia Kent’s ever-inspirational “reFrame” covered hikes up Mt. Kilimanjaro and how to get the most out of all 1,440 seconds in a day. One of our case managers, Heather DeKeyser, also contributed with a compelling look at resilience and its role in our lives as both an internal resource as well as a trait we look for in others to help guide us.

MINES has a whole assortment of thought-provoking, and inspirational content headed your way over the next few months. There are plenty more topics in the pipeline and connections to be made. On our blog you can look forward to many new stories and ideas starting right away with members of our BizPsych team taking a multi-angled look at questions and trends they see while training organizations on generational differences, with much more to come from the rest of MINES.

Whew! That’s about it for now but if you have questions or comments about this or anything else MINES is up to please let us know, we would love to hear from you. You can comment on our posts here or don’t forget to email us and let us know what is on your mind. See you next time!

To your total wellbeing

-The MINES Team

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Generations Training Onslaught: Part Two

I want to add a few dimensions to Dani’s blog about our “onslaught” of training requests regarding generational issues in the workplace. The first is an observation about the process of facilitating these events; I am a semi-typical baby boomer. Dani is a pretty typical Gen Y. As we have prepared, discussed and engaged multiple clients in this topic, we have explored our own tendencies, biases and patterns. We have been able to present much of this openly in sessions with clients. It has not only been fun, but also increased our own empathy as well as clients. As we have fun teasing one another about the generational stereotypes it seems to open up insight and discussion in the sessions. There is a sense of denial and/or political correctness that takes some pushing through to help people acknowledge some of the true obstacles they carry around this issue. This is a primary first step for us to engage in this topic in a meaningful way, both for ourselves and clients.

The second dimension for us to consider is: “why does this topic seem to have renewed fervor at this time”. I’m not sure we have gotten a good answer to this question yet; only that it does seem to be so. I recently attended the ASTD (now ATD –Association for Talent Development) conference in Washington DC. This is THE international conference in training and development. There were multiple sessions devoted to this topic, including some forefront writers. Possibly the current movement of generations is a factor; Baby Boomers starting to move out & retire- Gen X and Y much more prevalent in the workforce and in leadership positions. I think the best way to address it is to ask you: Do you see this becoming a critical issue in your organization and what are you doing to address it?

The final dimension I want to add in line with the theme of BizPsych’s blogs for this year is what have we actually done to promote meaningful change in our training sessions. Truly, process we have initiated in these trainings was borrowed from a training on this topic I attended a number of years ago. This presention was at our local EAP Association meeting. I have been extremely interested in this topic for a long time and attended many trainings on the topic. Always interesting but they left me a little flat i.e. so, we talked about the stereotype differences between generations & why they are there, but what now? In the training at our EAPA chapter they put together a panel representing each generation. Now that was inspiring! I walked away with some truly changed beliefs and experiences.

So, we have incorporated this concept into all of our presentations. We put together a panel before the training of representatives from each generation. We discuss the issues related to this topic that are real and relevant to their particular work culture. We have created questions for the panelists to explore and meet ahead of the training to prepare the discussion. Fantastic insights have emerged from these discussions both in the prep meeting and training itself. A few of these were:

  • From a Baby Boomer in a very traditional culture: ‘Maybe I need to reconsider my resistance to requests for remote work and focus more on results than butts in the seat…”
  • From a Gen X: ‘I realized that the Gen Y’s I was supervising wanted direction from me about their career development, but always with their input…”
  • From a Gen Y: instead of focusing on Baby Boomers just resisting change, perhaps we can honor the best of the past and engage in their ability to adapt…”


– Patrick Hiester

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Marcia’s reFrame #5: The Mount Marathon


The Mount Marathon event, an athletically dazzling feat of speed and agility held on Mount Marathon in Seward, Alaska, captured my imagination when I heard a story about it on NPR on my way home from work. Melissa Block was interviewing Christy Marvin, a mother of three young children, who was the winner in the women’s division last year.

Legend has it that the event started as a bet between two sailors.  Race 3,022 feet to the top of Mount Marathon and back down in an hour. The first attempt in 1908 was a failure. Today, hundreds do whatever it takes to survive the challenge of the summiting and returning from the Mount.

Leading racers will typically reach the peak in 33–40 minutes and reach the finish line from the peak down in 10–15 minutes. Average speed uphill is 2 mph. Average speed downhill is 12 mph. It is not uncommon for the racers crossing the finish line to be injured or bleeding and covered in mud.

The names of the various routes give you an idea of just how challenging this event is! “The roots” is a tangled, jungle-like ascent up narrow path ways; “The cliffs” is a steep, rocky path full of loose, sharp rocks called “scree” where one wrong step can be disastrous. And “the gut”, is the most daunting part of the rock to some racers because this is where most of the injuries take place. As one runner described it, “The Mountain is a delicate dance of control, courage and perhaps a little bit of crazy.”

Picture 13

Melissa asked Christy a number of questions including the universal question, “Why, in the world would anyone want to do something like this?” Runners have fallen off cliffs, broken multiple bones and a few have perished, never to be found. Christy described how being in the mountains connects her to her values, the thrill of the adventure and the satisfaction of preparing for the run.  Melissa asked her how she trains for this event given that she has three young children. Christy shared that she would often bring her children along when she would train. She talked about the various training techniques including “hill training” which involves repeated runs up and down the same hill.

Christy described one training session when she placed her youngest son, who was two years old at the time, on top of the hill.  “I just didn’t feel like I had it in me to do another hill. I was tired and didn’t feel like pushing myself that day. All of sudden, I saw my 2 year old clapping his hands and him heard him scream out loud, “Dig, Mama, Dig”! There was no way I was going to let my son down and so I dug as hard as I could to run up that hill!”

Inspiration, encouragement and support can sometimes come from the most unlikely of places. We all have our versions of a Mount Marathon; An epic project, a problematic situation at home, a challenging colleague or an unreasonable and demanding client that seems impossible to please.

This month, I encourage you to honor that you have what it takes to “dig” and go the distance. Celebrate and remember the times in your life when you did just that!  Invite people to be your cheerleaders, support you with wild optimism and unbridled enthusiasm as you tackle your version of “Mount Marathon.”

By sharing your goals and your vision, you just might hear an unexpected voice cheering you on, encouraging you and telling you that YOU have what it takes “to dig and go the distance.”

Here’s to you having the confidence, healthy mindset and inner strength to be able to “dig” when you need to!



*Photo provided by Ron Niebrugge/

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Generations Training Onslaught: Part One

At MINES, we have recently received an influx of generational trainings from workplaces of all sizes and industries. These trainings range from, “Appreciating Generational Differences in the Workplace”, “Here Come the Millennials”, and “Best Practices in Leading and Managing Multiple Generations”.  Interestingly though, even though we have had a number of requests, we have a number of participants in our trainings which are rather skeptical about the need for these trainings. No, no, it’s not just Generation X, the skepticism is articulated by individuals in many organizations.  Are you skeptical? If you are, you are not alone. Some embrace this topic and find it absolutely essential in the workplace, this is demonstrated by comments such as “I can’t believe how entitled my millennial employees are, they expect to be able to work from home and move up immediately.” “I don’t understand why my Gen X colleague prefers to work alone rather than with me.”  “Why do those baby boomers get along so well with the Gen Y’s?” These questions are just a taste of the questions that we hear while delving into this topic.

Typically, the initial intent behind offering these trainings is to ease the tensions between the different generations.  These trainings offer the premise that although there are theoretically generational differences, there are just as many differences between generations as there are within each generation. This is important to note! Why is that? So that we don’t put others into a box! The guidelines of what incentivizes a Gen Y vs. a Gen X are very helpful! Additionally, what the core values are of each generation are is also important to note!

Even more than looking at “what does” and “what is,” “why” is an important question! Let’s look at the questions above…

“I can’t believe how entitled my millennial employees are, they expect to be able to work from home and move up immediately.”

Millennials have, as a generation, had supportive parents who have pushed them to succeed and put a lot on their plate in the process. That is, as teens, many Gen Ys were involved in college prep courses, soccer, dance lessons, and community service efforts, the more the better! Guess what? It served them well! They were able to accomplish so much in so little time and had great support behind them. Now, just what about that working remotely? Can you imagine Gen Ys being confined to a library or desk to study for their exams?  That’s highly unlikely; they were more likely studying on the bus to their dance meet or in-between their many after school activities. Did “where” they were studying hinder them? Not from what we can tell!

“I don’t understand why my Gen X Colleague prefers to work alone, rather than work with me.”

Gen X has historically been known to be the “latch-key kid” generation.  Many X’s had both parents working and therefore they had to learn to be self-sufficient early on. One rub that is clearly in play in this statement is the Generation Y’s desire to work with others in a team environment and Gen X’s independence. Many Gen X’s are only interested in what the end game for the initiative is; they would like to paint their own journey.

“Why do those baby boomers get along so well with the Gen Ys?”

Baby Boomers and Gen Y’s tend to be a natural fit for each other. The Gen Y’s are looking for teamwork, mentorship, and to make sure that everyone is included. The Baby Boomers want to mentor; they are hopeful and want to be part of a team that values their skills and all that they bring to the table.  While the Gen X’s tend to be more independent, the Ys and Boomers enjoy the collaboration.

Exposure to expertise about generations can increase both understanding and appreciation of what all generations bring to the table! Diversity is often said to be a key ingredient to success. Generational diversity should be embraced!


-Dani Kimlinger, MHA, PHR, Human Resources



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Marcia’s reFrame #4: Poley, Poley, Sippy, Sippy

ElephantKilimanjaro“Poley, Poley, Sippy, Sippy.” That’s what you hear from your porters when you climb Mount Kilimanjaro. It’s a mantra on the mountain. Translated it means, “slowly, slowly, sip, sip”, as a reminder to go slow, take one step at a time, take a sip of water and stay hydrated.

If you’ve ever set out to accomplish a goal, you know the importance of having a plan (a map with the route), having the resources (guides, food, and water), the determination (I WILL get to the top), resilience, and a positive attitude. All of those elements still come down to one step at a time and ultimately appreciating that the cumulative effect taking one step at a time leads you to some incredible places and experiences.

I climbed Mount Kilimanjaro in 1994 and it was one of the highlights of my time in Africa. I had just recovered from a very serious bout with falciparum malaria that manifested itself in the Himalayas of Nepal. I was evacuated out by helicopter from the Nepalese army and brought back to Kathmandu. From there I had to return to the United States to work with tropical infectious disease specialists and recover while my traveling companion stayed on and traveled solo.

Something stirred deep inside when I heard he was going to climb Mount Kilimanjaro. All of a sudden,  I heard myself say, “Well, if you’re going to climb Mt. Kilimanjaro, then I’m going to climb Mt. Kilimanjaro”.  A month later I got off the plane in Tanzania and we began putting our plan in place: meeting with guide companies, shopping for supplies, applying for the visa, and taking day trips to build our endurance for the climb ahead.

I hadn’t thought much about this adventure until a few weeks ago when I attended the International ASTD conference in Washington D.C. One of the breakout sessions I attended was called “Olympic Leadership” by Susan Goldsworthy, a former Olympic swimmer. I was captivated by the description which promised to share a model for reaching goals.

To my surprise, she talked about her experience climbing Mt. Kilimanjaro and what an “Olympic” size challenge it was for her. It turned out, she was deathly afraid of heights! Wouldn’t you know it,  there is a spot on the trail where you have to go around “hugging rock”. It’s called “hugging rock”  because the only way around is to hug the rock while you make your way around a narrow trail with a very steep and very long drop off if you misstep.

She shared her “5D Framework” model for goal setting: Disruption, Desire, Discipline, Determination, and Development.  Her “disruption” was turning 40 and she had the desire to push through her fear of heights. She was disciplined in her training and absolutely determined to make it to the top. Her development involved looking at some of her limiting beliefs, challenging some of her assumptions, and taking that practice of “poley, poley, sippy, sippy”, and applying it in other areas of her life.

For me, the disruption was coming down with a serious illness. My desire was to join my traveling companion and have a shared experience. I exercised discipline with my choices on the way to a healthy recovery. I was determined to make it to the top even when I started exhibiting symptoms of hypothermia. My development has also been about the importance of being able to take one step at a time and trust that it will take me to where I want to go! Another development for me was to embrace my curiosity about what the landscape looks like from a different perspective. I’ve continued to embrace that curiosity be it in my travels,  relationships, or professional endeavors.

I invite you to look at the areas in your life where taking the “poley, poley, sippy, sippy” approach will serve you well. I’m always happy to confer and think out loud about where this approach can be useful and how to embrace an action plan that is all about one step at a time!

Here’s to getting to the top and enjoying the view!

– Marcia

Mt. Kilimanjaro Summit Elevation 19,341 ft.

Mt. Kilimanjaro Summit
Elevation 19,341 ft.

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Marcia’s reFrame #3: An invitation to a better 1440


That’s an important number.

It’s the number of minutes we have each day.

Today, I attended the 7th Annual Colorado Culture of Health Conference. One of the keynote speakers was Dr. Wendy Lynch, who was recently named in Forbes “One of Thirteen to Watch in 2013: Unsung Heroes Changing Healthcare Forever,” Her message about the balance of work and wellbeing was compelling.

The presentation focused on human capital and human capital currency. She defined human capital as a set of assets that we all have; our skills, health and motivation. No one can make us increase our skills, become healthier or more motivated without our own involvement. We own our assets!

Think about a time when you made a change in your health, learned a new skill or searched for a source of motivation.  You might have had encouragement, been given a compelling reason to make an adjustment or an ultimatum to make a drastic change.  In the end, it was your choosing and your doing. You are the owner of your assets when it comes to your health, skills and motivation.

Human capital currency is our energy, attention and time. We share that currency when we contribute at work, participate at home and engage in recreational pursuits. We spend our currency because we believe that we will get something in exchange. Typically, we do something because it creates value: a satisfying experience, an intrinsic reward, an extrinsic affirmation or a monetary gain.

Dr. Lynch suggested that wellness is a time preference issue. Consider the following:

  • 50% of Americans feel the biggest thing lacking in their lives is time – not money.
  • During the week, only 47% of all calories are consumed while “only eating” is our sole activity.  The other 53% are consumed while we’re multi-tasking.
  • 4 out of 5 smart phone owners check their phones within the first 15 minutes of waking up!
  • Adults, 18-64 years of age, only do 17 minutes of fitness activities per day.
  • Of Americans 25 years of age and older, 6.6% engage in health-related self-care each day.

Did these statistics get your attention? They got mine. I had to ask myself if I was spending my 1440 wisely. Not an easy question. If I’m being truthful with myself, my answer varies from an unequivocal “yes” to a resounding “no”.

Time is a fixed resource, constrained and finite. It’s not something I want to squander away or waste. When I engage in activities that are aligned with my values, I know I’m spending my currency wisely! My sense of well being improves; I get motivated to take action and can feel myself thrive.

For this month, I invite you to be healthy, be well and thrive. Be sure to spend a part of your 1440 currency engaging in activities that lift the heart and engage the spirit! And, if you’re interested in how to bring balance and wellbeing into your workplace, give me a call!


To Your Health and Wellbeing,

– Marcia

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