Life Skills Programs

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Life Skills

Life Skills programs aim to provide employees with skills that become more mandatory day by day, in order to deal with controversies in professional and interpersonal routine and to successfully create a balance between production and creativity.

In contemporary life one has to deal with complex and demanding conditions. Following this context Life Skills Programs’ planning takes into consideration the important aspects of personal development, aiming to contribute in the professional progress of the employees’ creativity and to develop and protect their physical and psychological health.

Only healthy employees are able to guarantee what is necessary for a healthy company or a healthy organization.


The present socioeconomical conditions, the daily requirements, the shrinkage of personal time, the challenges at work, all these together, contribute in raising the employees’ overall level of stress.

Stress constitutes a burden employees bring with them every day, affecting their effectiveness and their creativity.

Therefore stress raises the danger for:

  • Labor accidents, caused by human error
  • Productivity decrease
  • Blocking creativity
  • The “burn out” syndrome (working exhaustion syndrome)
  • Other important stress related health issues

Stress management goal is for the employee to:

  • Understand the meaning of stress and separate it from anxiety
  • Focus on business stress
  • Learn to prevent stress conditions
  • Learn to manage stress and its consequences
  • To self evaluate his personality as type A or B and follow a changing strategy
  • Distinguish between helping stress and damaging stress
  • Training in breathing and relaxing techniques by experience

Training in stress scenarios and their direct management by experience.


Time has five unique features:

  • Its offer is inelastic, meaning it cannot be raised along with demand
  • It is irreplaceable
  • It is imperishable
  • It cannot be stored
  • It cannot be rented or bought

It is in a present, continuous flow and its artistic creative management is the key to professional success. Especially for people in management positions, it can mean the difference between efficiency, creativity and professional progress and chaotic, sterile, canceling, professional stagnation.

Time management interventions aim to:

  • Acknowledging time thieves and avoidance of time vampires
  • Training in organizing work
  • Training in organizing time/activities/priorities in management positions
  • Personal overall employees’ organization
  • Acknowledging and managing canceling
  • Acknowledging the sterile, stalling perfectionism
  • Focusing on efficiency and results
  • Training in healthy delegating practices
  • Acknowledging the troubling management and its administration

The end of yielding, training in the creative “no”, acknowledging the true importance of urgent.


Over 70% of a manager’s working time is consumed in communication, and for an employee it can reach up to 90% of his time, in services sector.

It looks like the ability for efficient communication is directly linked to efficiency and productivity in working space.

Communication defined as efficient when the sender (employee A) transmits his thought as a message formed in a way that when it reaches the receiver (employee B), he, after exercising his ability to listen actively, will process the message, understand the sender’s thought (employee A) and will respond as needed, by acting or talking.

Unfortunately such a skill is not everyone’s asset and that’s the reason why the communication between individuals is suffering consequently productive co-operation and quality services are suffered too.

Intervention of training-education in communication aim to:

  • Identifying obstacles in individual’s communication and changing them
  • Understanding the concept of “noise” in messages and its effect on communication
  • Analyzing the Johari window and profit from it to expand the communication ability
  • Focusing on communicational problems of aggressive, passive and blaming behavior.
  • Training in understanding body language communication
  • Training in communication and basic transactional analysis – communicating with emotional correspondence.
  • Training in written communication, phone communication
  • Training in management communication.


Two builders work in the same position, in a temple. The first struggles and swears, the other smiles and sings. The chief builder wondering, asks each other about their behavior’s cause. The first one replies: “How can I not swear? Can’t you see that I am carrying rocks”? The second one replies: “ What’s not to like? I contribute in building a bright temple that will bring glory upon our town!”

Workplace is an environment where people enter having their subjective opinions, ways of living, attitudes forwards working, views of reality, needs and motives. All of the above shape a professional identity with strong assets and weak features.

They also form their professional motives and attitudes, which in turn co-create the team’s final moving speed. Each team’s speed is the one of its slowest member.

Interventions of positive thinking and professional motivation – maturing aim to:

  • Acknowledging the subjective attitudes that burden the productive work and life
  • Acknowledging the pathological/immature working motives of employees and enhancing their evolution into healthy and mature motives.
  • Correlating the individual productivity with team productivity and empowering teamwork.
  • Constructing a personal meaning concerning business life
  • Defining the meaning of cooperation in every aspect of the working environment
  • Amplifying the positive attitude in professional and personal life of employees
  • Increasing job satisfaction


Conflicts appear wherever people have to work together for a common goal. In particular they appear when people have different goals or methods in the way of making it to the common goal.


In the working environment, depending on the corporation’s or the organization’s structure, conflicts can be either a plague or a necessary evil towards improvement and creativity.


Either way, conflicts among employees always lead to a great cost for the production and innovation of a company or organization but also in the quality of working place. Managing such situations effectively and on time is crucial, in order to achieve a sense of stability and cohesion in the company’s working environment.


Conflict management interventions aim to:


  • Understanding the cause of a conflict
  • Training towards a creative solving of conflicts
  • Understanding and creatively managing both the pros and cons of a conflict
  • Preventing conflicts through:
    • Organizational procedures (redefining targets, procedure, roles)
    • Fair systems of evaluation
    • Strengthening relationships between coworkers
    • Enhancing the cohesion and the teamwork of human resources
    • Inspiring and evolving the human factor to more sophisticated levels of perception concerning interpersonal and working interactions


The professional exhaustion syndrome was first mentioned in the ‘70s by the American psychologist Herbert Freudenberger as a state of long term physical, emotional and spiritual exhaustion, which is due to an exceeding and lifelong stress. It is more common among people with high standards of efficiency in demanding working environments.

It is mainly presents through three categories of symptoms:

Emotional exhaustion: the worker experiences feelings of exhaustion and void, feeling overloaded, tired and hypotonic.

Alienation from business activities: the employee’s feelings towards his workplace become gradually negative, leading to experiencing it as a place of cancelation rather than satisfaction.

He is likely to grow a cynical attitude towards his work and his colleagues, as well as an emotional distance from his working responsibilities, working in a machine like than in a creative way.

Reduced efficiency: the syndrome of professional exhaustion mostly affects every day working duties and the employees have difficulties in concentration, have reduced creativity, find it hard to take initiatives and are negative in every working innovation.

It is obvious that burn out syndrome threatens all the employees and with them, the creativity and health of the whole company or organization. It is obvious that prevention is the best cure.

The prevention intervention from the burn out syndrome aims to:

  • Identifying and managing work related to burn out causes
  • Identifying and managing burn out causes related to the employees’ way of living
  • Identifying and managing burn out causes related to the individual characteristics.
  • Identifying and managing the early signs of burn out (The 3R approach)
  • Training in self-control and setting boundaries to the other
  • Training in protection from technology
  • Evolving the creative nature of the worker

Immediate management of working stress