Cokoa’s Journey – A Parable For Leaders About How To Let Go

Cokoa's Journey - Book For LeadersCokoa’s Journey is an e-book for leaders. The story is about how well Cokoa learns to let go and move beyond the internal barriers that interfere with accomplishing his goals. In this parable, Cokoa learns the seven steps for effectively letting go. He spends eight days working with Pepe, a wise sage. Pepe takes Cokoa on a great journey in which he discovers these seven steps, referred to in the book as secrets. It is a delightful and intriguing story written as a parable.

The author, Darren L Johnson, has been teaching, researching, and writing about how to effectively let go since 1994.

The e-book is available on Amazon.
#cokoas_journey

Two Tips To Let Go and Reduce Stress At Work

Two “Letting Go of Stuff” tips to reduce stress at work:

Tip One – Have a walking meeting
Tip Two – Take a responsible play break from your work

Tip One
Have A Walking Meeting

Instead of holding your meetings in the same old conference room and breathing the same old stale air, take a walk. Get everyone together, have them bring their pads & pens, and head outside for some fresh air. A walking meeting can be exhilarating and reduces stress. It also gets the creative juices flowing.

If there is a park nearby, go there. If not, have everyone drive to the nearest park. Its a healthy alternative to having a meeting at a restaurant and less time consuming.

Schedule the morning meeting at the park rather than the office. Once everyone arrives, take a walk and take care of business at the same time.

If you have a balcony outside the office, then take some chairs out there and have the meeting. The goal is to do something vastly different to help reduce the stress and pressure of every day woes; and that will spark creative thinking. In the process, morale will also increase, which is a great benefit.

Tip Two
Take Responsible Play Breaks Every Two Hours

Since 1994, I have worked from home. In doing so, not only is it important to be disciplined and focused, it is equally important to take what I call “play breaks.” These “play breaks” last about three to five minutes. For example, I have a trampoline that I will jump on for about five minutes several times a day. Do something that will shift your focus and increase the oxygen to your brain. That focus shift and fresh oxygen to the brain will make a big difference in your day. Remember, it is okay to take a break, as long as it is done responsibly.

Prior to 1994, when I worked in an office setting outside the home, I kept little toys that I could easily play with in between doing my work. It helped. It also reduced stress in big way. Examples of little toys are a yo-yo, bouncy balls, squeeze toys, 3-5 pound dumb bells (for a smart person like you), and the like.

If you have an active game you enjoy like, basketball or air hockey, then get a small goal that hangs on the door of the office and shoot some hoops from time to time (or use a trash can). For the entire office, get an air hockey game (or the like) and put it in the break room. It will help to increase the morale of the employees if they can take “play breaks,” while at work.

As long as deadlines are being met for clients and the play breaks taken responsibly, there is no harm in having a fun “play break” items in the office break room for folks to enjoy. It can be a morale booster.

Letting Go of An Employee? Consider This…

Letting go of an employee is something “not” to take lightly, as most know. There are many, many considerations before you potentially destroy someone’s life and family by letting them go through termination. PLEASE, be very thoughtful about it during these challenging times.

A termination, regardless of your personal feelings for the employees, must be ethical, genuine, and based on evidence that supports the decision.

Before letting go of (terminating) an employee ask the following questions.

  • Is my decision to terminate based on an individualized assessment of this employee’s performance or abilities OR am I being influenced by stereotypes or perceptions?
  • Do I have a legitimate business reason for the termination? What is it?
  • Do I have a documentary record supporting my decision? Is it accurate and complete?
  • Is this termination consistent with company policy?
  • Has the employee been made aware of performance issues and given an opportunity to correct them? Are efforts by management to obtain satisfactory performance and lack of response by the employee documented?
  • Have I involved the human resources department, especially where a situation appears to present difficult personnel issues or the potential for legal action?
  • Is the termination decision going to come as a surprise to the employee? If so, why?
  • Has the employee made any complaints, charges or grievances that would affect the company’s right to terminate this employee? (sexual harassment, wage/hour overtime pay, failure to accommodate a disability, etc.)
  • Is the employment at-will or are there some limitations on the right to terminate?
  • How is the employee likely to react to the termination?
  • Am I prepared to conduct an exit interview?
  • Has the company obtained legal advice? Does the possibility of a legal claim, if the person is a member of an otherwise protected class, warrant getting legal advice before the termination occurs?

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