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health care costs, but such programs' success or failure has not always been clear. For example, a 2014 analysis of the University of Pittsburgh Medical Center's MyHealth pro- gram, which offered insurance deductible credits for participants, found that while financial incentives will increase the use of some preven- tive services, "They are less likely to move the needle on the use of chronic disease manage- ment services, a key driver of healthcare cost reductions." The managed care jour- nal's report concludes that most corporate weight control and well- ness programs fail because, when evaluated objectively, "none have reported savings, long- term weight loss, or reduction in medical events" if the company's nonparticipants and dropouts are considered in the assessment. The authors specifically cited a former wellness program called ShapeUp, run by Pittsburgh-based health care company Highmark, which ended in 2010. "The program did not report weight change for n o n - p a r t i c i p a n t s , dropouts or employees who gained weight or regained the weight they lost," the report said. "Despite counting only active participants who succeeded in short-term weight gain, ShapeUp's program shifted only 163 of Highmark's 19,000 employees (0.86 percent) into lower weight cate- gories." Highmark takes issue with the report's findings, noting that the number of employees at the time was closer to 11,700 rather than 19,000. But that still represents only 1.4 percent of its work- force whose weight clas- sification went from, say, obese to overweight. While acknowledging that "if (ShapeUp) had better results, we proba- bly would have continued with it," Highmark's Anna Silberman, vice president of clinical client relations, said that was just one of many ini- tiatives the insurer has 2 GREATERmilwaukeeJOBS • April 30, 2015 A publication of Conley Media Distributed by: Conley Distribution 262-513-2646 ©2004 by Conley Media, LLC Waukesha County Independent and Locally Owned GREATERmilwaukeeJOBS is published weekly by Conley Media – Waukesha County, 801 N. Barstow St., Waukesha, WI 53186. Contents of this publication may not be reproduced in any form without the written consent of the publisher. GREATERmilwaukeeJOBS assumes no liability for any error in copy or content. It is the advertiser's responsibility to be aware of the laws pertaining to employment advertising. Subscriptions are available for $34 (non-refundable) for a 6-month subscription. Call 262-306-5008 for information. Call Center Director: Cindy Shaske 262-306-5016 cshaske@conleynet.com Account Executive: Julie Sears 262-306-5008 jsears@conleynet.com Production: Patricia Scheel 262-513-2690 GREATERmilwaukeeJOBS Volume 17 • Number 33 April 30, 2015 To place an ad: Call us at 262-306-5008 or fax us at 262-542-6082 deadline: Noon on Wednesdays Liz Reyer is a credentialed coach with more than 20 years of business experience. Her company, Reyer Coaching & Consulting, offers services for organiza- tions of all sizes. Submit questions or comments about this column at www.deliverchange.com/coachscorner or email her at lizdeliverchange.com. Learning how to speak up in meetings By Liz Reyer Tribune News Service (TNS) & A Q Q. I've been getting a reputation as the person who goes along with an idea in a meeting, but then undermines it later. It's because I'm uncomfortable speaking up in meetings, especially if I don't have my response thought through. I want to be seen as a good team player. What can I do? A. While your intentions are good, you need to learn new skills so that you can change your behavior. The inner game Start from a position of strength, envisioning yourself as confident, assured and respected by your peers. This is an achiev- able reality; in fact, it may be the case apart from any damage to your image from your tardy feed- back on ideas. How well does your current self-concept match with that ideal? Now consider the feedback you've received. Are people coming to you directly or are you hearing it through the grapevine? Or perhaps your boss has men- tioned it to you. The best thing you can do is get more clarity on the exact issue people are raising. If you've been brushing it off or have been too nervous to get more detail, it's time to engage in a constructive way. Reflect on your feelings about speaking up in meetings. If you've had bad experiences, maybe been embarrassed in front of a group, it's understandable that you may be hesitant. However, you can't let the past hold you back. Really, what's the worst thing that can happen if you speak up? Our good ideas and insights can't make it out if we're waiting for perfection. Finally, analyze your behavior to notice patterns. If you know your triggers (status of people in room, certain personality types, topics where you feel somewhat less informed) you can make better plans to get rid of your less suc- cessful behaviors. The outer game For many people in this situa- tion, part of the root cause is that they're introverts. This doesn't mean they're shy; rather, it implies that they may need time for reflection before they're ready to weigh in on a topic. Because the world doesn't always wait, prepa- ration is part of the solution. Say, for example, that you're invited to a meeting on a new branding initiative. Make the time for pre-work. Reach out for more information on the agenda, come to a perspective on the issue/topic, anticipate the discus- sion as much as possible, and know where you stand. If you're really uncomfortable articulating your thoughts, take the next step to role playing. Imagine a conversation in a meet- ing and speak your response out loud. At a more general level, con- sider doing an improv class or joining Toastmasters. All of these steps will give you practice in speaking your mind. Be willing to buy time.You can say things in meetings like, "I am not quite comfortable yet; let me ponder this and get back to you." As long as you follow through (and don't play this card too often), it's an approach that'll likely be appreciated. It'll also help people understand that you're not being an intentional naysayer. The last word You may have to push yourself, but the risks you take in speaking up will bring big rewards. worker wellness . . . from page 1 see WORKER WELLNESS . . . page 6 Adaptability important in the workplace Employee turnover, downsizing, an econo- my in flux, and many other factors contribute to the ever-changing face of business. While men and women might once have hoped to grow old with a com- pany, today's workers are more inclined to switch jobs several times before they retire. Companies routinely evolve to serve their customers, a learning process that will include some trial and error. Companies should be willing to try new strategies as they adapt to ever-changing mar- kets. Workers who are flexible and able to adapt to adjustments in the workplace are among the most desirable employees. What defines adapt- ability varies depend- ing on the profession, but taking the time to learn how to accom- modate the needs of bosses and other work- ers can be a great way for men and women to ensure their long-term success. · Recognize the like- lihood of change. Pro- fessional environments are fluid, and employ- ees who resist change may find their employ- ers deem them expend- able. Employees must recognize that change is part of the business world and must go see ADAPTABILITY . . . page 7

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