Category: Productivity

Posts that relate to productivity, habit formation, and goal achievement.

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Disconnecting… from Impossible to Done.

Did you say Workload and Culture? Lady, we have got to talk.
The whole blog, including additional comments, read for you.

Me: So, you’re overwhelmed. Tell me about that.

Client: I got up this morning at four am because we have a big project due.   I worked until six am, let the dogs out, and I’ve been working right here at my computer until our session started.

Me: That’s, let’s see, four am to seven pm, that’s fifteen hours? 

Client: (shrugs) I have more to do when we hang up.

Man, when that client spoke those words, my heart broke. I knew exactly how they felt. If you’re struggling with workload, like my client was, the idea of leaving on time probably leaves you with a lot of “yeah, buts…”

  • Yeah, Lady, but I can’t just stop. All this work will crash and burn.
  • Yeah, but, you don’t understand the expectations at ABC XYZ Corp.
  • Yeah, but, I’m in the middle of a major corporate project with huge visibility

I’m using my Saturday to write this blog and let you know… There is hope…

Let’s tackle those objections right now.

Last week, I tackled the 5 steps to unplug in my blog, which include planning ahead and letting your manager in on your intention.

Tackling the inability to disengage is the first step in my Reboot Your Day Job program. Coaching gives you a safe place to work with someone who can help you “try on” new ways of approaching old challenges.

Although the corporate world can and should help us – by providing flexible schedules, transparent conversations about resourcing and prioritization, allowing people the freedom to determine how and when they work, supporting meeting reduction policies, and looking for ways to reduce the email / IM chatter load on knowledge workers…there’s still a lot you can do, right in your own chair, while you wait for that utopian moment.

So – why aren’t we throwing down our mice and logging off?

Workload and Culture.

At first glance, they seem like likely culprits. After all, most of us have some loose definitions of the two that look something like this:

WORKLOAD: The never-ending avalanche of requests, demands, emails, interruptions, projects, emergencies, reactivity, and problems ….. supplemented with training, upskilling, the need to understand new technology and our jobs, and our business partner’s job so we can add value and find big ideas…topped off with a dollop of ERG’s, clubs, and engagement activities so we can support our colleagues, share the joy of STEM, work toward social good, combined with expectations that we will soon be networking and innovating -possibly in a building, after packing a lunch and commuting.

CULTURE: What you see everyone around you doing, what you hear your colleagues saying, what you believe is expected behavior, and what you imagine is required of you to fit in and succeed in your company.

Those are some pretty strong headwinds

I mean, all that AND I have to wear pants? What happens to all that work and all those expectations when we unplug? Not what you think.

I’ve walked clients through this over and over. Here is what doesn’t happen:

  • They don’t get fired.
  • They don’t fail to deliver on the big project.
  • They don’t stagnate and they don’t lose credibility.

Not one. Not one single client.

Why? Here’s what you don’t see when you’re stuck in overwork.

(I’ve included links to prior blogs for a deeper dive… you’re welcome!)

Every manager, everywhere, has said “Find a way to get it done.” No manager, anywhere, meant “Work until you drop.” when they said it. Why? Because of all the negatives that overwork creates… see the list above.

So what does happen when you unplug? Well, I hate to say it… but you wind up dealing with some pretty uncomfortable things… which is why… unplugging isn’t easy.

The two reasons why clients fail to unplug.

The number one reason why people don’t succeed when they try to unplug is fear: fear of what will happen to their projects, fear of what other people will think of them. This fear prevents them from even trying to unplug. I could cry when I think of it. What a shame!

What people don’t seem to be afraid of is the lost opportunity costs of overwork, missing out on creative solutions, missing out on collaborative opportunities, restricting other people’s growth, and reinforcing a culture of endurance and overload. All of which are the direct result of overwork – for you and your company.

The second reason is discomfort – it feels WEIRD to leave on time.  It feels WRONG to not be at work while the sun is out.  It feels UNCOMFORTABLE to ignore those little pings and dings, emails and IM’s.  If there’s one thing we know, it’s that we don’t like difficult emotions. Difficult emotions drive people back to overworking before they can see the benefits and find ways to overcome those feelings.

                Oh, you thought that grief and abject despair were the only difficult emotions? 

Wake up and smell the coffee, my friends.  We humans also don’t like – boredom, being fidgety, mild anxiety, discouragement, confusion, uncertainty, and about a million other emotions that don’t require a divorce or a death in the family.  That includes that little bit of uncertainty you feel when you’ve been away from your email for an hour.   Cal Newport discusses this in his book Digital Minimalism.  I’ve blogged about it here: Learning to Carve.

So, what’s the answer?

The answer is… follow the five steps I gave you last week. Clients never believe that this can work. Heck, I didn’t believe it until I tried it. That’s why I recommend a two-week experiment. That’s enough time to overcome discomfort and see real benefits. That’s enough time to start taking the actions that leaving on time forces you to take – thinking big picture, finding creative solutions, turning to others for help and inspiration – and it’s enough time to expose the problems your overwork has been masking. Two weeks is also short enough that the whole world of work won’t collapse if I’m wrong (which I am not.)

And that? Is just the only way to find out for yourself.

If all of this is just a bridge too far for you, I get it. I really get it. I needed a coach to help me get my overwork under control. I’d like to help you too. Click here to sign up for a free 25-minute session... no hard sell, just empathy in spades and real tools you can use.

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Learn to Carve

What do digital transformation, skill gaps, and workload all have in common? They all require you to learn how to carve.

It’s Saturday at 2 pm and I’m still in my bathrobe. I’m working on my blog on the weekend. Surely there is nothing you can learn from me.

Are you still here? Well, all right. Here goes. Gartner says that in the next ten years constant upskilling will replace experience in importance in the workplace. CompTIA says that the ability of IT professionals to understand both technology and business is rising in the list of skill gaps that technology professionals need to be closing.

Beyond all that, workload and technical skill gap issues are still smokin’ hot for IT just as they have been for several years now. Oh, and by the way, your company still wants you to innovate, which means, you’re going to need some downtime for your brain so you can come up with new ideas that are all your own.

What does that mean? You better figure out how to do what you need to do, when you need to do it.

You better learn to carve – carve out personal time, carve in technical training and business training.

Did you just scream? You know I’m still in my bathrobe right?

Fortunately, I’ve been reading Digital Minimalism by Cal Newport and marveling over the ways in which addiction can help with scheduling. Stop snickering. An all-nighter does have a way of clearing your calendar, but that’s not what I’m talking about.

Among other things, he addresses these points: digital media and the attention economy have created a state of distraction which results in both an inability to focus and an activity void when we step away from it. To successfully disengage from that digital experience (think social media, surfing, news, and streaming) we have to plan what we are going to do instead. Quitting cold turkey on any behavior leaves us staring into an uncomfortable void and vulnerable to relapse. I’ve hammered on this before – you need to have something great to do in your time off, in order to let go of the emails, all the important work that never ends, and the distractions that chip away at our lives.

Cal Newport then delves into how to reclaim your leisure time. None of this is new info to people who follow this blog but what he does propose is a reverse calendar – plot carefully the time you allow for non-constructive leisure and thereby force yourself to fill the rest of your time with something better. In a word, carve out the best leisure you can. Leisure that gives you time to ponder and create just feels like you have more life in your life.

So let’s bring all that back to the office. You know you have to set aside specific chunks of the day to do focus work that makes a difference. Time for the type of serious training and continuing education professionals need is often something we try to squeeze in on the side. Kinda like your exercise and maybe dinner.

What’s the answer?

Pretty much I’m proposing that we treat training the way we treat a vacation. Those of us who’ve figured out how to actually get our time off, know we need to have it on the calendar early – before the emergency project comes up. That’s so our managers can plan around it, which they can do… if it’s on the calendar.

So your professional training needs to go on the calendar. Your boss needs the details so she can plan around it. Just like a serious vacation, you need to know what you’re going to do and how much it will cost.

Also, you need to understand what you need to learn.

Because technology as a supporting role for business is simply table stakes now, interdisciplinary training along with technical training is going to be the new normal. You can’t come up with cool ways to add value to your business if you don’t know what your business partners are doing. You also can’t offer technical solutions that you don’t know how to build. Looks like us nerds are going to have to start planning in both business learning as well as technical skill development.

Once you know what you need to learn, and you’ve found a good way to learn it, either through a real-life project and online learning, or formal training, you’ll need to budget the time and the money. Just like a vacation. What? This doesn’t sound like fun?

Here’s the other thing. You should leave town – just like when you go on vacation. Try to hand over loose ends to a teammate, turn off your cell phone and put your out of office message on. You don’t have to literally leave town but if you can get your manager and team to treat you like you have – well, then, who wouldn’t want to take on training?

Sound good? Here’s how to make it real.

  1. Get your manager’s buy-in.
  2. Schedule your learning days, plan and fund your training.
  3. Don’t forget to include the certification test. Do the whole thing.
  4. Be a team player – offer to support your buddy’s training vacation too.
  5. Use the practice of learning days to create cross-training. It’s so much better to get called back for a production issue from your class than from your first post-pandemic trip. So get the team to try like crazy to solve issues without you… just like you’re on vacation. Then, if there’s something they need to brush up on, it’ll be clear and you won’t have to call in from the beach.

Once you’ve carved out time for learning, quality downtime so you can have free-thinking for innovation, time for vacation, and time to do focused work each day, you’re well on the way to be being a master carver, 2021 style.

And that? Is just what we trained for.

If you want help getting your calendar under control, set up a free 25-minute session. I’d love to talk time management with you. After all, it’s 2 pm on a Saturday and I’ve spent the morning enjoying a novel, I’ve put out a blog and I’ll be chillin’ watching the Super Bowl tomorrow.

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Right Size Your Work

Thinking about the space your job takes up in your life is one way get more control.
Click here to listen to the blog, plus some riffs. Or click the video above to see the VLOG. As always, you can read the blog below.

I talk about space a lot. It confuses my coach. I say – I want more space in my life. I want more space around this task. I’m looking to add space.

“Wait,” she asks. “Are we still talking about work?”

I learned to think about time in terms of containers by reading Julie Morganstern’s book, Time Management from the Inside Out. She’s a professional organizer who translated cleaning out closets into a theory of time management. Now, I think about work in the same way.

Julie asserts that the size of a closet is finite. You get so many cubic feet and that’s it. At some point, you can’t put any more in. I like to add an addendum to that – within the space allowed, you have a finite amount of items you can put into your closet while still allowing enough room around them to keep the closet usable. Usability is flexible. There’s a maximum amount of usability – one item per shelf – and a minimum amount of usability – I can only take out the last thing I shoved in there.

When you get the most amount of items in the closet and can still use them all easily, you’ve right-sized your space. When you hit that, you can maintain order in your space easily for years.

Right-sizing your work is the process of shoving work back into the time allowed, or fluffing it out so that it fills your time nicely. Right-sizing your work is how you build for long-term endurance. Like managing an amazing pantry it’s a balancing act of things you really need and stuff you want to add in – and it’s totally possible.

Why Right-Size?

  1. Make sure you get to do the things that matter to you
  2. Ensure that you deliver peak performance at work, at an advantage to yourself.
  3. Because life is better when you’re not exhausted & missing out 
  4. Because life is better when you’re not beating yourself up for things you didn’t do
  5. To maximize your experience of work and life.

Are we still talking about work? I have a broad definition of work, as you might guess. I love work and so, I don’t groan thinking about adding in more. For me, work is anything you do, on purpose, to accomplish a return on investment.

What is Right-Sizing Work?

We all overwork and underwork in our lives. Some people overwork at their day-job. Some people underwork. Some people have side hustles they overwork. Some underwork at their small business. We invest time in relationships for a return of connection. Are you overworking or underworking that? What about your personal tasks?

When you overwork right-sizing means keeping work small enough to avoid diminishing returns – which occur when you are exhausted and it takes longer to deliver the same result. It also means making work fit inside the time you are willing to exchange for it.

When you underwork right-sizing means keeping work large enough to deliver returns on your investment. If you spend a lot of time worrying about work you aren’t doing, that’s a sign you are underworking. In this case, you want to focus on consuming the time you are willing to invest.

Is all this starting to sound like planning? It’s more than that.

Plan your time like you’re putting items into a closet. The space is finite so you have to choose what can go in.

How to Right Size your Work

  • Create positive boundaries – set cut off times that  allow for real benefits, recognize and celebrate all that you accomplish.
  • Set clear objectives for small blocks of time. Don’t plan to “work on a report”. Instead, plan to “create the first draft of my quarterly budget slide dec”.
  • Be willing to cancel, disappoint people and say no. When you overwork, you’re used to doing this to your friends. Be willing to do this with meetings and favors. When you underwork, you’re used to canceling on your work plans. Be willing to cancel on friends.
  • Have clear priorities. You’ll never get it all done.  At least I hope not.   So the only way to know which results to schedule is to have priorities.  They also help you say no. A lot.
  • Plan daily and weekly at the very least. The weekly planning session is where you face the hard fact about the space you have in your week for the things you want to do. Don’t make this about perfect, make this about learning. Plan your week, then at the end, review your progress. Adjust the next week’s plan. The daily planning session is where you quickly move tasks or time when the world throws you a curve.
  • Be kind to yourself. Always, always – this is the most important thing. It’s not about getting a A in planning, it’s about building a life that’s right for you, in every way.

And that? Is just a beautiful way to live.

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Get Your Results Right

Think you control the results on your project? Think again.

3 ways to get this content – Vlog, Audio or Blog.

The full blog, read for you. Enjoy.

A meeting made me cry.

In a good way.

Ok, so crying at work is never really a positive. It messes with your makeup and then you have to buy more Kleenex. Tearful co-workers can freak people out, but a little sniffle of gratitude never hurt anyone.

Here’s the setup. It’s a big project, unplanned, unbudgeted, needs to be done in three months and four departments must agree to make it happen. I called a meeting. I invited everyone I could think of. I sent the invite in the afternoon for the following morning at 8:30 am. I wasn’t sure anyone would come.

Everyone came. A dozen people changed their plans and got on zoom.

Right now, at this moment, I still feel grateful.

Why? Because we all know, I was not in control of that result. That result was created by a team of people dedicated to getting things done.

I could influence the result by selecting the right people, picking a time that most people had open, and wording the invitation correctly. I could contribute to the result by acting quickly to get the meeting on the calendar, by showing up myself, and by doing my best to distribute a meaningful agenda. What I couldn’t do was control how other people responded. That was on them.

So the fact that the meeting happened and the project kicked off and got underway rapidly was a broad result made of up of lots of personal contributions.

Realizing that all those people measured themselves against a yardstick of being responsive, engaged, collaborative, and open-minded got me thinking. I thought – I’m proud to be one of them. I work with great people. I’m so impressed. I’m so lucky. Those thoughts give rise to a powerful feeling of gratitude. And yeah, I get a bit choked up.

That story is an example of the difference between results we control and results we don’t control.

Self-coaching is all about evaluating your own thoughts, feelings, actions and results so that you can have a better experience at work and in your life.

As part of that process, you look at your results and tie them back to your actions.

You tie actions back to feelings and, ultimately, to thoughts.

It’s important that you start that process by analyzing the right set of results. Personal results. Our actions create personal results. Our personal results can influence and contribute to broader results, but those broader results can’t be tied back to our own stack of thoughts, feelings, and actions. Only our personal results do that.

Why? Because other people influence and contribute to broader results and guess what? We don’t control other people.

Let me lay it out for you visually:

Situation: Three month deadline on brand new project.

Thought: I need to quickly know which teams are impacted and those teams need to understand the project.

Feeling: Urgency

Actions driven by the feeling of urgency: review my understanding of impact, schedule meeting for the following morning, invite representatives from many areas to ensure no one is missed, provide a concise, clear agenda. Acknowledge the inconvenient timing and express appreciation to the invitees. Send invitations.

Result: Everyone shows up.

For the purposes of coaching yourself, that result line is incorrect. It’s what happened but it’s not the result for me that the actions created for me.

To better find my personal result, I’ll take another look at the thought.

I need to quickly know which teams are impacted and those teams need to understand the project.

The result I created for myself after doing all those actions was: I acted gave myself the best chance to find out who was impacted. I provided meaningful information to other teams as soon as I learned it, something that matters to me.

Everyone showing up was the result of a dozen personal results, driven by a dozen different thoughts, which caused a dozen people to show up on zoom. It had very little to do with me beyond the invitation. That result, of the meeting taking place and the project kicking off less than a day after I learned of it, belongs to the collective.

Why does focusing on personal results matter?

If it seems selfish or self-centered to spend your time focusing on your results rather than the broader result, remember this. We still have to work hard to influence and contribute to the broader results. Tying our personal growth and job satisfaction to actions and results outside our control is losing game. You’re not going to be any better tomorrow at controlling other people.

The most control you’ll ever have is over your own thoughts, feelings and actions.

Results that are in your control, tie back to your own standards and are meaningful to you personally are the big engine of job satisfaction and engagement. Feeling like your work matters is huge. Feeling like your work matters to you, and knowing that you’re in alignment with your own standards the root of engagement.

So when you’re reviewing results, don’t forget to look at both sets. The broader results and your personal results.

And that? Is just a good thing to do.

Want to learn how to set your own bar, deliver your best results, and stop being overwhelmed by the chaos?

I’ve got a program for that: Reboot Your Day Job.

In six short weeks, you can get back control, make the big decisions you’ve been putting off and be more organized and productive than you ever thought possible.

Six weeks. $600. Everything changes.

Book a free 25-minute session to find out how my program can change your life.

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Action

Action is the antidote to despair – Joan Baez.
It’s also been touted as the fix for fear, anxiety, and doubt.
With an intro like that, who wouldn’t want more action?

Nothing dogs us like action, or rather – inaction. Facing fears, making a difference, and just plain getting through the workday, all require action. So why is that so many of us struggle to act? Let’s dig into action, decisions, and getting stuff done.

Today’s blog, read for you. Enjoy.

First off, let’s divide the world into two kinds of action. Tony Robbins called it massive action and passive action. Educators call it learning from resources and learning by doing. Either way, we’re talking about consuming information versus actively attempting something. Often, we postpone taking action by learning, reading, watching, talking. All of which are fine in doses, but don’t hold a candle to engaging with the world and trying something. In a sneaky, sneaky twist, our brains LOVE passive action. After all, what’s safer than reading a book or watching a movie? Our brains love safe; they love passive action.

So when I’m talking about action, I’m talking about massive action. Massive action, that has mass, movement, impact and engagement, is the action that we want to call on when we’re trying to achieve a goal. Whether that goal is getting your new cool idea noticed at work, or saving democracy – I think we can all agree that massive action is what’s required.

Do dare what is right, not swayed by the whim of the moment.  Bravely take hold of the real, not dallying now with what might be.  Not in the flight of ideas, but only in action is freedom.  Make up your mind and come out into the tempest of the living.  -Dietrich Bonhoeffer

Ok, so our brains are totally against going out into a tempest. Things HAPPEN in a tempest, things CHANGE when we take action. As soon as you attempt to take action, your lazy brain, all chillin’ on the sofa with its tank top and stretchy shorts on, looks over and pauses whatever it’s binge watching. Why? Because its job is to stop you from getting hurt. What’s the easiest way to do that?

Depends. Could be it might frighten you. It might tell you that your idea will get you laughed at. Could be it might tempt you... chips and salsa anyone? But you are too smart to let that stop you. Be ready. And if your mid-brain wins this round, notice how it did it. I noticed that my brain could get me to skip my morning walk if it was raining. Can you spell treadmill? Boom. Then my brain told me that using the treadmill was selfish. After all, the dog needs to walk too. So for a while, I let that be my excuse. If the dog can’t go, I don’t go. Wait? What? Tricky. Turns out, the dog’s chill if I use the treadmill as long as I don’t make her use it with me.

He was a sociopath, I think, in love with himself and no one else, craving action for its own sake, and indifferent to any long-term consequences, a classic Man of Destiny.  – Hocus Pocus  Kurt Vonnegut.

Truly, that’s not the best quote for this article but I just love me some Vonnegut.

So action for action’s sake isn’t what we’re talking about. Running around with no clear goal or without thinking things through can be trouble. However, most of us take way too long to come to a decision. We want to make the perfect decision. In reality, making the best decision we can, in a reasonable amount of time, is all we need to do.

Check out my article on decision making – Beauty & the Beast

Once the decision is made, action is where it’s at. Taking real action sends a message to ourselves that we can effect an impact on our own lives. In fact, any meaningful results you’ll ever get come from taking action. We live in a world that feels out of control. We have invisible viruses, we have bosses that make decisions based on information that we aren’t told about. We use technology we barely understand to do our jobs. We have our retirement invested in a stock market that, from the looks of it, is disconnected from reality. Our brains don’t like any of this. We like certainty.

Action takes us out of rumination and engages us with the world. Want another bonus for taking action?

Dude, the day feels longer when you fill it with diverse actions towards meaningful goals.

Try it. Compare a day with no plans, when you engage in passive action to a day when you take five or six different actions towards a goal. Which day felt longer? Which one felt like a life well-lived.

Lady, I’ve just told you the secret to having a long life. No matter how many years you actually live, you experience more life when you’re taking action.

And that? Is just a good way to feel.

If you want to take more action and figure out how to get past the mental roadblocks to action, sign up for a free 25 minute mini session. We’ll discuss how coaching helps.

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Agency

Is this a random spill or symbolic artwork? How you make sense of your world is entirely in your mind.

I’ve struggled this week with how to make a blog on personal power at work relevant in the light of current events.

Although I can listen, see, imagine, and sympathize, I will never experience what it is to be a black person in America. Although I’m the mother of a police officer, I will never know what it’s like to be one. I can’t walk in any of these shoes.

Here are the shoes I can walk in – a pair of pop-art pumps with chunky heels – because these shoes belong to me.

These are literally, my shoes.

Standing in those shoes, here’s what my experience as an American woman has taught me – systemic, conscious, and unconscious bias is 100% real.

Here’s what I can tell you – I have been told and shown, based solely on gender that I am ridiculous, inconvenient, a threat or worse yet – a disposable object.

Here’s what I believe – People do abuse power and when anyone in power acts as if the rules and laws don’t apply to them, they should be held accountable.

So let me be clear – on the macro level, I for sure don’t think we should pretend inequality, injustice or violence doesn’t exist. That would be crazy. I believe in social agency. I believe in protest, in free speech, and the ability to leverage our influence to change our laws. We have a truckload of problems with bias in this country and we should get to work on them.

For the purposes of maximizing our impact at work, I don’t think it serves us to relinquish our sense of agency, even if the deck is stacked against us. Which brings us to today’s topic – agency.

Agency: the ability to act independently, to impact the course of your life, and to set goals for yourself. A sense of agency is linked to subjective well being on both a personal level and for us as a society. As my grandmother used to say, as long as you have choices, you’re OK.

So many of us give our agency away on the day-to-day. When we give away our agency, we’re giving away our sense of control and, along with it, our own power.

You get to look at the world around you and decide what’s working and what’s not. You can change your mind about all sorts of things.

You change how you view yourself.

You can change what you think about your job, your boss, your capabilities, and your value.

If you’re going to embark on a journey of this sort, let me encourage you to change the way you view your own agency. I’d like to encourage you to see yourself as the CEO of You, Inc. No matter what deck is stacked against you at this moment, you have the choice to validate that reality by giving up or spend some of your time on the planet trying to reshuffle the cards. My advice is always choose to reshuffle.

For this at-work example, let’s say that I want to move up one level in my organization and to do that, I’ve decided I’ll need to demonstrate leadership on a large project.

One way to approach this is to ask my manager to give me a large project to lead. Then, I can go back to my desk and wait for the project that never comes. When review time comes, I can be frustrated by the fact that nobody gave me a chance to shine and, I can settle for whatever wages I get, remaining in my current position, probably doing less tomorrow than I did yesterday, because, well, nothing works.

Let me tell you, this happens all the time. Why? Because the person in that example believes that they must be given a project by someone else. Can she control her boss? Hell no. Can she make someone give her a project? Not before the next review cycle comes up and not without legal action and money. Maybe not ever. So this is a completely dead-end way of dealing with the here and now – even if it’s true! This is why, in the moment, I always act in favor of personal agency.

So let’s say, despite the fact that I’m an old woman of average intelligence, I think I have the ability to maximize my personal benefit, and demonstrate my effectiveness, regardless of what project my boss gives me.

Now let’s say because of this belief, I tackle even small projects with a professional process. I document what I do, I create templates to use to build efficiency, I keep track of how long I expect it to take, how long it actually takes, and what caused any variance. Let’s say I sat down at the start of the project and wrote out my expectations of how I would perform and in the end, I evaluated my performance.

Basically, I treat this little project that I’m doing by myself, as if it was the big opportunity I’ve been waiting for. I’ve assumed all the authority over how it will be handled. I’ll be evaluating my own performance, so my manager’s feedback is now secondary. I’ll be learning from the project and improving my skills. Because I’ll understand why any problems in delivery or performance occurred, I’ll be able to build in processes to prevent future delays or disappointing behavior of my own making.

Here’s what I’ve just done – I’ve taken all the power over my performance and my opportunities, out of the hands of my manager, and put it all right on my desk. I’ve basically just made my manager irrelevant in the context of this project. I don’t need to know when he wants it done, because I already know when it will be done. I can just check to see if that will suit him. If not, I can offer up options. I’m not forced into a timeline, I’m negotiating one. I don’t need him to tell me what he expects because I know what results I’m delivering. Now I can just confirm I’m delivering what he’s looking for. I basically treat my manager like he’s my customer. I have lots of power. I have the goods and services he wants to buy. I just have to keep myself relevant.

Do you see what I did there? It’s still work. I still need to deliver stuff and make it good but it is a completely different ballgame if I see myself as the owner of Myself, Inc., and my manager as my best customer. My work experience is no longer at the whim of my boss, my work life is at the whim of ME. If my boss doesn’t agree with my evaluation, well, that just means we need to communicate better. Or I might decide to make it mean nothing at all.

What I find actually happens is I get really curious about what my boss thinks. I’m not devastated when my boss has something critical to say. I’m fascinated. I take this bit of information and analyze it. Did I miss something in my own eval of me? Great! I’ll add it to the working template for next time. I already do this for myself, so getting this information upfront is like getting a free trip around the monopoly board.

Ok, sound good? So to build out your own little Yourself, Inc. empire where you rule with confidence and independence, take back your own agency.

  1. Commit to working for yourself and refuse to let your boss control your opportunities. Strike a blow for the republic of you!
  2. Study your own work by stating beforehand what you will be doing ( time estimates, results expected, and expectations of your own behavior) and then by evaluating what actually happened.
  3. Take it one step further and ask yourself how you can be better, faster, or more professional next time and add that information to your documents.
  4. When the next project comes, repeat the process but shoot for improvement using the information you learned.

In a short time, you’ll have great confidence in your ability to deliver, your ability to estimate when you’ll deliver and how you’ll approach the work. When you have that kind of bedrock under you, it’s easy to ask good questions about projects, you can estimate quickly and with confidence.

It doesn’t work if you don’t put in the effort to do it fairly. You must lay out your expectations for yourself upfront. Don’t just do work and take stock at the end, looking back at the project and feeling good or bad about it. You won’t build confidence and communicate to yourself that you take your work seriously.

Because you value your own work and treat it with respect, you no longer have your ego tied to the size of the project you’re handed, the team that comes with it, or really anything external. All your satisfaction is internally driven. When your own evaluation of your performance is the most important one you get, there’s a lot of freedom in that. When you hold yourself accountable to you, and you treat yourself like a professional, you have just shown yourself who you are at work. Better yet, you’ve just shown everyone else, too.

And that? Is just a great way to work.

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Confidence and the Big How

Think you have to know how to do something before you can be confident?
Think again. I’m gonna lay it down – get ready to take notes.

Straight up. Confidence is a feeling. Which means, say it with me, you can create it anytime, anywhere. On your worst day – confident. On your best day – confident. Sounds good doesn’t it?

Wanna hear all about the free site for Medical Front Liners & other stuff? Click on and let me read you the blog.

We get tangled up when we think that we need to have built up a history of skill and results in order to have confidence. If you’re talking about how certain you are that you can deliver a piece of software within the time allowed, then yeah, ok, knowing that you’ve done it before gives you confidence.

SCRATCH. Back the truck up.

No. Truth: the feeling of confidence comes from your thoughts. So if you think – I’ve done this six hundred times so I’m sure I can do it again – that thought can bring confidence. Sure. But stick with me, it’s the thought “I’m sure I can do it again” that generates the feeling of confidence.

Now, let’s ditch arrogance right here. Arrogance is not confidence. Arrogance is thinking you are somehow, someway “better” than someone else. That’s not what we’re talking about.

Confidence is the feeling of self-assurance that comes from faith in your own abilities.

The Big How

My coach gets us to build confidence by having us do stupid dares. We dare ourselves to ask someone for a free dinner, we ask for a better seat at a concert or a new job. We dare ourselves to publish a book, or a blog or sing in public. We dare ourselves to start businesses, to grow our businesses, to get on a live event and coach people. We dare ourselves to enter a 5K, return a product, or just ask for help. Sometimes we dare ourselves to jump up on a park bench and recite a poem – for nobody, in front of everybody.

Why? Because all of these things are uncomfortable. And the more you put yourself out there, and do something that has you squirming and wanting to back out, but you do it anyway, the more you realize that you’re OK. Ok with being turned down, OK with being thought a fool, OK with being ridiculous, vulnerable or just plain wrong. OK with trying and failing, OK with trying again and OK with figuring out how.

At work, we are confronted with things we don’t know how to do – all the time. How to get it all done? How to create something, fix something, get our message across, and sometimes, just how to be happy.

Here’s the big secret – you don’t have to know how to feel confident. All you have to do is have faith in your ability to figure it out.

The Big How – is about writing down where you are now, where you want to go and then listing out all the things that can stop you from getting there. For each obstacle you write down the plan for overcoming the obstacle.

Say I’m an analyst and I want to be a team lead – here’s some obstacles:

  • People don’t see me as a leader
  • There are no current openings for a team leader
  • I’m not sure what a team leader does
  • I don’t have any large projects where I can demonstrate leadership.

Now, I think about how to overcome the obstacles.

  • People don’t see me as a leader – So I can demonstrate clear leadership of myself. I can volunteer to set up meetings, which will put me in control of the agenda and the meeting and the follow-up. I can look for opportunities to be of service to my team, and demonstrate teamwork and leadership. I can dress a bit better, carry myself like a leader.
  • There are no current openings for a team leader – but I can tell my manager I want to prepare for one. I can say I want to be the next in line, her replacement. All managers need a replacement in training. I can ask for additional work that will help me learn what she does.
  • I’m not sure what a team leader does – I can meet with other team leads and find out what their responsibilities are, I can imagine what would be helpful and take that work on of my own volition.
  • I don’t have any large projects where I can demonstrate leadership. I can lead smaller ones, and demonstrate skill, and when I notice that my boss has too many balls in the air, I can ask for the chance to take one. I can get on committees and work on their projects. I can ask for a project.

Now, I have a path. More obstacles might come, but for now, these are the ones I see. If more come, I’ll add them to the path. For now, I’ve got a lot of work to do. Some of these things will fail, but since this is my path, my Big How, it’s ok. I’ll just think of something else.

For some of these, I might have to carry the big how with me for a few days, asking myself over and over – how can I solve this obstacle? Eventually, your brain will give you an answer. Try it. Even if it fails, you’ll get more information about what to try next.

Once you’ve done this process consciously a few times, you start to understand that you have the best ability on earth – the ability to figure out The Big How.

You can start anywhere and go anyplace.

How’s that for confidence?

And that? Is just a great way to feel.

If you would like to have me walk you through this process, click here and book a free 25 minute session.

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Don’t Trip on the Rug

Your dream wasn’t canceled, but if you’re not seeing it… maybe you forgot to renew.
This week’s blog is part 5 of the 5-part series on permanent change

For the audio version of this blog, scroll to the end and press play.

I’d done it all. I’d worked through the lifestyle implications of the changes I want to make happen. I cleared out space for my new work. I believed it could be done, kinda. I was planning and doing, heading towards change when all of a sudden, it wasn’t in my frame of reference. I couldn’t see it and then I tripped.

This week, I was seriously trucking along. I was committing tasks to my calendar and executing them. I’d hit a major milestone on my side hustle and delivered results. At my day job, I was making progress on several fronts and I was keeping my health goals in line…I even got up early and went out for a run… in the dark… and yet…Boom!

A total eclipse of my plans.

A trainee showed up that I forgot was arriving. He smiled at me and I thought “Oh no! What am I going to give him to do?” I had to cancel a launch at my day job to allow for more testing and fixes. I fell behind on daily tasks for one of my side ventures. Then, I tossed all my health goals to the wind, plopped some cheese and crackers on a plate and went out to my porch, in 24-degree weather, to brood.

Stuff happened.

Stuff is always going to happen; it doesn’t mean we should go out on the porch and brood. If we do, it certainly doesn’t mean we should stay there. Especially if it’s dark and cold out.

The business of change is the business of renewal. Daily, weekly, any time.

Here’s the deal. All or nothing thinking is the enemy. At work, believing we know it all is the first step toward failure. When we think things are black and white, cut and dry, done and over, we lose. We don’t listen to other people’s ideas, we don’t try to think of improvements, we don’t run hard right up to the deadline. We give up, think small and don’t listen.

The same is true when we’re trying to change. If you indulge in all or nothing perspectives, you’re taking the easy way to failure.

Telling myself if I don’t do everything I planned, my plan is a failure, is ridiculous right? I’m being too hard on myself.

Or am I? I might be going easy.

It’s easy because I don’t have to sit down and evaluate where things went south and revise my plan. It’s easy because I don’t have to pick myself up and try again. It’s easy because I can just stop.

Too bad that’s not how we frame this type of quitting to ourselves. We don’t call ourselves out for this kind of cheating. Instead, we wallow a bit. I know I do. I feel like a failure, I ruminate on it, but I also give up. It feels bad, but it also feels like a bit of a relief.

The business of change is the business of renewal. Daily, weekly, any time, all the time.

So how are you doing on your goals? Did you set any for this year?

If you did, were you gung-ho for a bit?

How are you feeling now?

Or are you so gun-shy that you no longer set goals?

Here’s what I know:

You can always start over, every day and twice on Sundays.

If you shoot for the stars and hit Everest, heck, you hit Everest. Dude.

There’s more than one way to anywhere.

The business of change is the business of renewal – and revision.

Renew your commitment.

Revise your plan.

Do yourself the favor of seeing reframing and re-trying as the most compassionate things you can do for yourself. Because they are. There is no reason you have to take the best route to your dreams. Take any route, take all the routes. It’s a dream. It’s your inheritance as a human. A dream is a privilege.

The business of change is the business of renewal.

Whatever your dream is, whatever you want to achieve, don’t cancel it. Spend time with it. You were designed to go after it. It’s in your DNA.

If you would like to take the first step to permanent change, click here.

The business of change is the business of joy.

And that? Is something worth chasing.

Click play for the audio version of Don’t Trip on the Rug
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Getting Out of Your Own Way

OK – it’s time to put the Cheer into Cheerful time management…
If you lack follow-through, I have great news.
There’s nothing wrong with you.
It’s time to learn how to get stuff done, so you can celebrate your success.

Welcome to the final installment in my 3 part series on cheerful time management.

So far we’ve been talking about tactics. How to plan your time so you feel energized at the end of the day. How to use blocks of time to make sure you get what you want out of life.

Back in May, I blogged about an essential truth of time management. Here’s the gist of that blog:

You still have to deliver value and results to the company that pays your salary – on the regular and in good faith, but as long as you think there is something more important or someone more important than your own decisions about what you’re going to do with your next 24 hours? You’re sunk. You’ll waste time, give up time and let work slide into personal time and personal time slide into work time. You have to value yourself before you can set up a time management system that works.

And in March, I discussed how we each have to fight for our time. Here are the basics of that blog:

  1. Spend the majority of your day doing the work that is most expensive or most skilled.
  2. Plan results – not time.
  3. Refuse to work at the expense of yourself.
  4. Stop using work to escape your life. 

The titan in the room is … EXECUTION.

There’s no point in planning your days, ordering your activities or doodling about results if you don’t actually do anything. How do I know this? I’m a daydreamer, a procrastinator and I have a very hard time making myself do stuff. So how do I run two internet businesses and work my day job – and still have time to play with my granddaughter?

You can try to use willpower. If you’re reading a bunch of blogs on time management, I’m guessing that hasn’t worked so well for you. It’s not my go-to either.

You can build habit stacks. Carefully constructing triggers, habits, and rewards, like breadcrumbs leading you to your goal. Great for exercising daily, not so good for getting through a whole day.

Or – you walk your little brain through a 15-minute analysis that will open you up and make tackling your next task something you actually want to do.

I’m going to give you that process, right here. It’s going to look very simple. You are not likely to actually try it. I swear on my day-planner that this process is worth every minute you spend on it.

First, sit down and fill half of a sheet of notebook paper with all the random thoughts you have about your next task (assuming you’re procrastinating doing it.) Let’s say it’s a schedule for a project. You write all the stuff you’re thinking as in my example below. You can see it’s just free-flowing and not all that logical or positive. This is the excellent material my brain hands me when I don’t manage it well.

I’ll never get this done on time. All this stuff can’t be done. I’m just fakin’ it here. We’ll never pull this off. Maybe we can do it. If I don’t put together a schedule, I’ll never have a chance at succeeding. This project was doomed from the start. It’s not my fault. It’s all my fault. Writing this is a waste of time I should be doing email. The project is important and I can write a schedule. I hate doing this.

Great stuff, right? If I stop the process right now, or if I don’t even bother to write my thoughts down, I’ll feel overwhelmed or fearful. Those feelings send me right to my inbox to knock out a few emails and get myself a nice hit of reward hormones. I feel better in the short term but that project will still be there in the back of my mind.

Next, pick one thought.

We’ll never pull this off

Ask yourself what fact, or situation this thought is about. Make that fact completely lacking in drama. In this case, the situation is “My Project Schedule” or better yet “Schedule”.

Now, list out 5 positive thoughts you believe and 5 negative thoughts you believe about your situation or fact. I recommend doing the positives first. Notice how you don’t want to write the negatives after doing the positives.

Positive & Seems True: Our best chance is with a schedule. The schedule doesn’t have to be perfect. I can add stuff to the schedule as we work with it. I’ve done a million schedules and they always help. It’s possible we’ll succeed.

Negative & Seems True: I’m going to fail. I’ve been putting this off. I’m actually just in the same place we often get on a project, needing to understand all the details so we can help ourselves. I’m just a manager trying to do everything. I’m tired of writing down negative thoughts – I want to go write my schedule

I’ve had a lot of practice at this process and you can see in the example that my brain is quickly turning away from the negative and ready to move on. However, for some of you, finding five true and positive thoughts is going to be really hard. Try using – it’s possible, at least or it’s just to pry some positive thoughts out.

Why bother with this?

The reason you’re not taking action isn’t that you’re fundamentally flawed, weak-willed or lazy. Our brains are designed to protect us from harm. Failing at a task that the tribe wants us to do is inherently risky. We could lose our place. We could be out in the snow with the wolves hunting us down. We could die.

Our brains don’t know that we have access to hundreds of tribes on social media. They don’t know that our family isn’t going to toss us out to die if we create a bad project plan. So our brains want us to do what we did yesterday – skip the plan, skip the schedule. After all, we lived, didn’t we?

Getting all this out on paper makes thoughts into objects.

Once you get your thought, find your fact, and list out your positives and negatives, do a quick motivation check. Are you ready to work? If yes, go to it.

If not, then list out how each thought makes you feel and then imagine how you act when you feel that way. Notice the result those actions get you. Do the negatives first this time.

Schedule: I’ve been putting this off. When that thought crosses my mind I literally feel sick to my stomach, which means I feel fear. When I’m afraid, I want to run away, change tasks, cry – basically put it off.

Schedule: I’m going to fail. I feel depressed. When I’m depressed, I eat candy, get a cup of coffee, check my emails. All of those actions actually make me fail.

Schedule: Our best chance is with a schedule. I feel logical when I think it. When I feel logical, I just start listing out project steps. Then I’m closer to being done.

Schedule: I’ve done a million schedules and they always help. I feel hopeful when I think it. When I feel hopeful, I want to finish the schedule. I list out tasks. I finish the schedule

This process makes it very clear what impact your thinking is having on you getting the task done. It also gets your frontal cortex in the game. Once you lay all this out, it’s pretty hard to keep walking around procrastinating. It just doesn’t make any sense. What would happen if you scheduled fifteen minutes to do this process before you started project work you normally put off?

That? Is how I work on stuff without using willpower or habits.

That? Is Good to Know.

If you would like a free 25-minute session – click here. It’s free, it’s on zoom, camera on or camera off. It’s my pleasure

This process takes practice. Helping people through this is what I’ve been trained to do. I’ve helped lots of people change their work habits from unhappy procrastination to revitalized effectiveness. I can help you too.

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Future Focus

Remember when someone told you to dress for the job you want, not the job you have? 
Turns out that someone was right, but not for the reason you think.   

When we dress for the job we want, we think we’re letting other people see us as if we’re ready and able to step into that role.  Turns out, the person we’re actually convincing is ourselves.

If you’re a growth-minded person, you have some future state you’re working toward.  Myself, I want to be a thin, buff woman who can run a 5K without having to plan a year in advance.  I also want to be a person who picks up after herself in a timeframe that is somewhat relevant to the day the mess is made.  And I want to be an innovative business partner, able to find great ways to use technology to make our company perform better, who just happens to grab great projects for her team while she’s doing it.

That’s a lot of “stuff” I want to do. 

Here’s where it starts to break down.  When I look at all I would like to learn, do and become, and I compare that to some reality checks like I want to play Pictionary with my granddaughter at the drop of a hat and be able to inhale the latest Stephen King novel the same week it comes out – I’m left with a sinking feeling that it’s all impossible. I’m trying to see how all the steps I need to take come together and not getting a clear picture, so I often wind up working on some version of “I can’t see how to have it all.”

My coach is always saying we have to act as if we’re the person we want to be.  I took that to mean that I needed to visualize myself in the future. Great. I love daydreaming – it’s easy and you can eat cheese crackers while you do it.

Thin? Check. Buff? Check. Successful? Check. Clean house? Check.

Ok – but then my coach tells me – Be more specific.

OK, so daydream up more details, right?

Here goes! Buff means that I’m 132 lbs, can run a 5K easily, can carry my 80 lb dog up one flight of stairs and I can do a Sunrise Salutation, with the chaturanga.  And successful means my team is cohesive and working toward next leveling themselves and I have time to take on new tasks from my manager plus all that innovation stuff I mentioned.  Clean house? Well, I think we all know what that looks like – a Better Homes and Gardens cover. Duh.

This week, I finally got what she’s been driving at. All of that future visualization is good but it’s not going to get me a clean house or a swell pat on the back from my boss.  What she means by specific is to think lifestyle specific.

If we want to actually achieve that future vision of us, we have to imagine that person’s lifestyle… and live there – now.

If you would like to get my free cheatsheet – How to Work Less, Starting Tomorrow, just click here. You’ll get the low down on how to kick overwork in the knees in three simple steps.

A woman who is able to innovate has to know what other business teams are planning, and not just at budget time.  She needs to know the direction they want to head, with or without technological help and then research ways to add value.  To be that woman two years from now, I have to be building relationships that extend beyond day-to-day survival.  So I have to live that lifestyle today.  That means I need to have meetings on my calendar that aren’t just about the technical issues other teams are having today. It means I have to be asking my team to work now at the level they’ll need to be for me to do that.

That buff, thin woman I want to be has a specific lifestyle too – she eats a certain way, she has to make her exercise a priority. Just because she’s thin and healthy doesn’t mean she gets to sit on her keester and watch Suits. The stationary woman who catches a full season in a week looks a lot like me – because I’m living her lifestyle.

Get it? 

This all seems obvious but most of us still think statically, in clips and short outtakes when we think about the future. We think that if we get that next job, we’ll be happy.  We don’t try to live a day in the shoes of the person that has that job.  We think if we work hard and get there, we can still be the person we are today, but with the new job.  Not likely.  What we need to be doing is figuring out what the every-day average life looks like for the person you want to be. What does he do in the morning? What does he do at the office? What does he do after supper?   Really see the full day-to-day lifestyle of that person. 

Now ask yourself, does that look like a good life?

If the answer is yes, then starting living the lifestyle – today.  

And that?

Is how you live in the future – right now.

Good to know.

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