Want to quietly avoid burnout? Then create periods of quiet in order to think. This may be one of the more important actions you build into your life from here on.
We live in an extremely noisy world. Most often people who describe themselves as in overload, a few steps removed from burnout, don't experience much quiet. Their lives are often busy, full of people, and quiet is usually a relatively scarce commodity. You know what it's like going from one activity to the next throughout the day. It doesn't afford much time for pause or reflection, and when it does, that is relatively short-lived.
Even if it seems quiet, it's often hard to turn the brain off. It just seems to keep working. We wake up and the brain is active, we go through a busy day with brain in high gear, we go to bed thinking and working through situations of the day. And oftentimes we can't get to sleep because the mind keeps on working while we gaze anxiously at the time (sometimes measured in hours) go by on the bedside clock.
So how do we find time to be quiet? It might not necessarily be easy, but we need to begin to make the effort to build quiet time into our lives. It's like anything else that's important, we'll find a way to do it.
Something you will have to get over right away is the thought that somehow you shouldn't be taking this time. You don't feel guilty about other important events that are scheduled into your work and life routine. And you shouldn't feel guilty about this either. Because it is during this time of quiet that you are going to begin taking, that you will make a decisive victory against overload and burnout. You will have clearer thoughts about how to work, lead and live more effectively and productively.
This quiet time is extremely important. It is as important as any other item on your calendar. It needs to be treated like any other important engagement you might have. You might say that being quiet will be your first line drawn in the sand.
I’m going to ask something big of you right now. I want you to block out one or two consecutive hours during the week when you can have a period of quiet. It is going to be a very purposeful quiet. Put that on your scheduler. Next I want you to block a full day sometime in the next month for a personal retreat. And thereafter I want you to block out one full day for a quarterly retreat.
Don't worry, this time doesn’t need to cost you hundreds or thousands of dollars. Make them simple, purposeful times. You need to clear out the clutter of noise and activity and take some time to think about you. Write down or work with your coach on some penetrating questions you might want to ask yourself during that time. Then take lots of time to think through them.
Showing posts with label Time Control and Managing Stress. Show all posts
Showing posts with label Time Control and Managing Stress. Show all posts
Tuesday, February 15, 2011
Sunday, January 17, 2010
One Trait of a Good Leader, Their Not-to-Do List
One trait of a good leader is their not-to-do list. Written or remembered, the successful leader's not-to-do list saves them from a lot of stress and the potential for overload and burnout.
Great leaders know so well what they will say 'yes' to, that saying 'no' generally comes easy.
The not-to-do list allows us to create boundaries around out time and talents. It allows us to avoid being spread too thin. It prevents us from potentially slipping into attitudes that devalue others and depreciate ourselves.
Those leaders, executives, owners and professionals around us who we admire for really achieving good things, do not get involved in everything. They understand their limits and work within them. Whether they operate a successful business from home or run an international empire from the office with the commanding view, these men and women have clear boundaries.
Sometimes they tick people off when they say 'no' to a request. But they get things done ... the right things ... things that move causes, projects and programs forward. They appear to have a great ability to focus on those priorities that will best advance the ball.
"Today many are harming themselves through the temptation to do more than their limits will allow. Walking, running, and ambition are not necessarily unhealthy. Too much, however, is universally unhealthy. Overload is like that. The problem is not with the 'load'. The problem is with the 'over'. Richard Swenson, Margin, 1992, NavPress
We live surrounded by the cult-of-busy. People busily doing things, but achieving little, happy to have the bragging rights of being 'too busy' under the guise of complaining about work.
The leader ought not to live like this. Yes, you may be busy. Let's not kid ourselves. There is a lot on your plate. But your busy is directed and engaged. It is focused on priorities. It takes its energy from attending to those things which are most important and which when achieved will make the biggest impact.
Creating the First Draft of Your Not-to-Do List
Possible Not-to-Do's. I will not:
You get the idea. See how you do with your list. And then execute it with intention and focus. As you work with your personal coach, develop your personal not-to-do list. Let it guide you as you become increasingly more effective.
As an executive coach working with leaders, it is important for me to assist my clients in being more effective and productive. The not-to-do list is a simple lifelong tool, probably underestimated, that can make a big difference in seeing real, measurable improvement in that very same effectiveness and productivity.
Great leaders know so well what they will say 'yes' to, that saying 'no' generally comes easy.
The not-to-do list allows us to create boundaries around out time and talents. It allows us to avoid being spread too thin. It prevents us from potentially slipping into attitudes that devalue others and depreciate ourselves.
Those leaders, executives, owners and professionals around us who we admire for really achieving good things, do not get involved in everything. They understand their limits and work within them. Whether they operate a successful business from home or run an international empire from the office with the commanding view, these men and women have clear boundaries.
Sometimes they tick people off when they say 'no' to a request. But they get things done ... the right things ... things that move causes, projects and programs forward. They appear to have a great ability to focus on those priorities that will best advance the ball.
"Today many are harming themselves through the temptation to do more than their limits will allow. Walking, running, and ambition are not necessarily unhealthy. Too much, however, is universally unhealthy. Overload is like that. The problem is not with the 'load'. The problem is with the 'over'. Richard Swenson, Margin, 1992, NavPress
We live surrounded by the cult-of-busy. People busily doing things, but achieving little, happy to have the bragging rights of being 'too busy' under the guise of complaining about work.
The leader ought not to live like this. Yes, you may be busy. Let's not kid ourselves. There is a lot on your plate. But your busy is directed and engaged. It is focused on priorities. It takes its energy from attending to those things which are most important and which when achieved will make the biggest impact.
Creating the First Draft of Your Not-to-Do List
- Answer this question, 'What matters?". Check last weeks to-do list against this question. Were you working on what matters? Did you achieve those few things that would make the biggest difference? Or did your time get chewed up with items of lesser importance? Or worse yet, frittered away?
- Write down those things which you are not prepared to do or which are simply not effective things for you to be doing. As a leader there are some key activities that you should be spending considerable time on and others that are just not the best use of your time.
- Think about how willing you are to allow other people to do what needs to be done. Can you let them take the responsibility? Possibly fail to get it as well done as you think you can do it? Deal with the consequences? In other words before you make your not-to-do list, think about your attitudes toward others and just how important you find yourself to be.
- Write the not-to-do list.
Possible Not-to-Do's. I will not:
- Say yes to every request for my presence at some function.
- Agree to sit on as many boards.
- Take my work home on these nights of the week.
- Allow that particular area to run understaffed, causing pressure on me.
- Agree to as many conference calls.
- OK so many meetings that require my involvement.
- Agree to speak as often in places that involve considerable travel.
- Allow interruptions during my most productive hours.
- Agree to hear a problem without the person providing a potential solution.
- Stay any longer in an area than 10 years.
- Try to troubleshoot technical problems myself.
- Accept the invitation to long lunches.
You get the idea. See how you do with your list. And then execute it with intention and focus. As you work with your personal coach, develop your personal not-to-do list. Let it guide you as you become increasingly more effective.
As an executive coach working with leaders, it is important for me to assist my clients in being more effective and productive. The not-to-do list is a simple lifelong tool, probably underestimated, that can make a big difference in seeing real, measurable improvement in that very same effectiveness and productivity.
Monday, January 11, 2010
Ministry Burnout - Leaders Going Beyond Their Assignment
There is a common thread to much ministry burnout and it is leaders going above and beyond their original assignment.
You take a Christian worker who loves the Lord, and has high expectations of 'what God will do'. Make them a key decision maker carrying major responsibilities. They will prove themselves highly committed, heavily involved and willing to take on a demanding workload.
They will also, with great regularity, ratchet up.
Ratcheting up simply means you take the assignment (.. as the Lord has assigned to each his task. 1 Corinthians 3:5) you are sure 'God has given you' and you add to it. In this one area discernment often seems to be neglected.
While working you also see something else worthwhile to be done. You add it to your to-do list. You see a need here and a cause there to be addressed. Few step forward to help. And you do it ... and do it ... and do it.
Pretty soon you are doing more than the original assignment. You have 'ratcheted up.' And you may be on your way to ministry burnout and the signs of career burnout that are so common to any leader who is experiencing significant stress.
You become resentful of the task and critical of the people who have not volunteered. A gnawing ache develops in your gut and unwanted attitudes invade your thinking.
The cure? Know so well what you 'have been called to do', that saying 'No' to what you have not been called to do will be much easier.
In other words, know your priorities so well, that you say 'No' to those requests, no matter how good they are, that are not absolutely yours to accomplish. (If it isn't an absolute yes, it's a no.)
This is not to take away from doing what you have been assigned with excellence. Excellence is about depth not quantity.
Saying 'no' may allow others to step up and take responsibility, giving them the joy of seeing good things happen that are attached to their efforts and faith.
If the priorities and assignments all seem to blend into one and you find it difficult to sort them out, you may need to work with a life or leadership Coach for a period of time to gain some perspective.
Many people have been robbed of useful service because other well meaning Christians, most often leaders, have taken the task to themselves. If it is important, then God has prepared or is preparing the worker.
You are not the solution to every need.
You take a Christian worker who loves the Lord, and has high expectations of 'what God will do'. Make them a key decision maker carrying major responsibilities. They will prove themselves highly committed, heavily involved and willing to take on a demanding workload.
They will also, with great regularity, ratchet up.
Ratcheting up simply means you take the assignment (.. as the Lord has assigned to each his task. 1 Corinthians 3:5) you are sure 'God has given you' and you add to it. In this one area discernment often seems to be neglected.
While working you also see something else worthwhile to be done. You add it to your to-do list. You see a need here and a cause there to be addressed. Few step forward to help. And you do it ... and do it ... and do it.
Pretty soon you are doing more than the original assignment. You have 'ratcheted up.' And you may be on your way to ministry burnout and the signs of career burnout that are so common to any leader who is experiencing significant stress.
You become resentful of the task and critical of the people who have not volunteered. A gnawing ache develops in your gut and unwanted attitudes invade your thinking.
The cure? Know so well what you 'have been called to do', that saying 'No' to what you have not been called to do will be much easier.
In other words, know your priorities so well, that you say 'No' to those requests, no matter how good they are, that are not absolutely yours to accomplish. (If it isn't an absolute yes, it's a no.)
This is not to take away from doing what you have been assigned with excellence. Excellence is about depth not quantity.
Saying 'no' may allow others to step up and take responsibility, giving them the joy of seeing good things happen that are attached to their efforts and faith.
If the priorities and assignments all seem to blend into one and you find it difficult to sort them out, you may need to work with a life or leadership Coach for a period of time to gain some perspective.
Many people have been robbed of useful service because other well meaning Christians, most often leaders, have taken the task to themselves. If it is important, then God has prepared or is preparing the worker.
You are not the solution to every need.
Tuesday, December 22, 2009
Dealing with Burnout at Christmas (or Anytime)
Leaders and professionals experience burnout. Dealing with burnout at Christmas can be especially discouraging. The world around you is happy. And you are sapped of emotional energy to enjoy it.
Start here. Ten steps to address burnout.
This is a turning moment in your life and work. And that should make Christmas look just a little bit brighter this year. Solutions are possible and with your intentional action are at hand.
Start here. Ten steps to address burnout.
- Rule out anything medical. Make sure what you are feeling doesn't have its roots in a physical problem.
- Know that there is hope. This is not a hopeless situation without solutions. Just know that that is the case.
- Take responsibility for change. Take ownership for turning this situation around.
- Face the fear. Change will involve moving into new territory and leaving old. Be very clear about what it involves.
- Develop a strategy. Clarity rules. Having a plan for letting things go or for adding new ways of working takes a lot of pressure off.
- Name the one thing. One thing will make the biggest difference. One thing can probably unlock the road block to solutions. Name it clearly.
- Have support. Don't run solo through this time of life. Have good people with you and behind you. Hire a personal coach if need be.
- Take significant action. That's exactly what it will take. No playing around the fringes. Do what needs to be done to change what needs to be changed.
- Know that burnout is not permanent. This will come to an end. Do it on your terms as far as possible.
- Draw on your faith. God is available 24/7. There is no time you will catch Him off duty. Call out to Him for strength and solutions.
This is a turning moment in your life and work. And that should make Christmas look just a little bit brighter this year. Solutions are possible and with your intentional action are at hand.
Thursday, September 17, 2009
8 Places to Start for Executive Health and Fitness
I am certainly no expert on fitness and health. But over the years I have learned a few things about the importance of taking care of myself in order to be at my best for me, my family and my work. Here are 8 places to start for executive health and fitness if you haven't done anything about it for a long, long time.
Face it. You're out of shape. You're probably feeling it and a look at the naked person in the mirror confirms it. Inside and out, you probably need some work. Of course the real change happens in your head. You are either ready to make a commitment to do whatever it takes or you're not.
Let's talk starting points. You are not Superman or Superwoman. You are an out of shape, concerned about your health, executive. So start simple. First, get your health professional on board. Make sure they give you the green light to begin implementing these eight steps.
Then head for your local bookstore. In the Health and Fitness section there are a ton of books on the topic. Arm yourself with some basic, get in shape, eat healthy type volumes and read them. Then:
1. Stretch - Those muscles have been so tight for so long they need some warming up. Over time, stretch every direction your body can manage. Stretch everyday. Get up from your desk and stretch often.
2. Build Stamina - Get out from behind the desk and start walking. Build up and even get yourself to run for a few feet. As you keep going over the weeks, you'll find your heart getting used to the good routine. Get outside with the children or grandchildren. They should be able to show you a thing or two about movement. If your fitness to date is spelled s-l-u-g, get up and get that heart pumping.
3. Build Strength - If the most you've done for some time is lift a pen and a file folder, then you are not too high on the exercise scale. You need to move some weight around. No, you don't need a lot of fancy equipment. Again, there are lots of books that show simple equipment techniques that will do you just fine for now. Start working with weights. Build muscle. Turn soft and saggy into firm and buff. (And be content with your age. If you are mid-forties or fifties you probably will not look 25 again. Look like a sharp, really in shape (insert your age) executive.
4. Cut Out Excessive Alcohol and Smoking - You're killing yourself. Period. Your children want a Dad or Mom that outlives them. Stop drinking too much and make today the last day you ever light up. No crap about "I can't stop" or "I need it for stress." Stop and you will have a better tool to deal with stressful situations, your good health and clear mind.
5. Reduce Sugar - Cut down on the sweets. Sodas, deserts, snack foods etc. Sorry. There is no other way.
6. Reduce Salt - We are an over-salted society. Read the labels on your food products. Cut your intake of salt.
7. Improve the Quality of Your Food - What goes in will help determine your health. Make it the best food you can. Natural vegetables are at the top of the list. There are tons of books on good nutrition, so pay attention to them. You don't need the fad diet (and leave those books on the shelf). You are aiming for a change in lifestyle.
8. Reduce the Quantity of Food - Like excessive alcohol and smoking, excessive eating can do you in too. Not you, you say? Look at your portion size. It may be enough to feed two people. Practice portion control.
There you have it, 8 places to start for executive health and fitness. Just start. No, you don't have to look like "him" or "her". Just be you ... a healthier, more alert, more fit you.
Face it. You're out of shape. You're probably feeling it and a look at the naked person in the mirror confirms it. Inside and out, you probably need some work. Of course the real change happens in your head. You are either ready to make a commitment to do whatever it takes or you're not.
Let's talk starting points. You are not Superman or Superwoman. You are an out of shape, concerned about your health, executive. So start simple. First, get your health professional on board. Make sure they give you the green light to begin implementing these eight steps.
Then head for your local bookstore. In the Health and Fitness section there are a ton of books on the topic. Arm yourself with some basic, get in shape, eat healthy type volumes and read them. Then:
1. Stretch - Those muscles have been so tight for so long they need some warming up. Over time, stretch every direction your body can manage. Stretch everyday. Get up from your desk and stretch often.
2. Build Stamina - Get out from behind the desk and start walking. Build up and even get yourself to run for a few feet. As you keep going over the weeks, you'll find your heart getting used to the good routine. Get outside with the children or grandchildren. They should be able to show you a thing or two about movement. If your fitness to date is spelled s-l-u-g, get up and get that heart pumping.
3. Build Strength - If the most you've done for some time is lift a pen and a file folder, then you are not too high on the exercise scale. You need to move some weight around. No, you don't need a lot of fancy equipment. Again, there are lots of books that show simple equipment techniques that will do you just fine for now. Start working with weights. Build muscle. Turn soft and saggy into firm and buff. (And be content with your age. If you are mid-forties or fifties you probably will not look 25 again. Look like a sharp, really in shape (insert your age) executive.
4. Cut Out Excessive Alcohol and Smoking - You're killing yourself. Period. Your children want a Dad or Mom that outlives them. Stop drinking too much and make today the last day you ever light up. No crap about "I can't stop" or "I need it for stress." Stop and you will have a better tool to deal with stressful situations, your good health and clear mind.
5. Reduce Sugar - Cut down on the sweets. Sodas, deserts, snack foods etc. Sorry. There is no other way.
6. Reduce Salt - We are an over-salted society. Read the labels on your food products. Cut your intake of salt.
7. Improve the Quality of Your Food - What goes in will help determine your health. Make it the best food you can. Natural vegetables are at the top of the list. There are tons of books on good nutrition, so pay attention to them. You don't need the fad diet (and leave those books on the shelf). You are aiming for a change in lifestyle.
8. Reduce the Quantity of Food - Like excessive alcohol and smoking, excessive eating can do you in too. Not you, you say? Look at your portion size. It may be enough to feed two people. Practice portion control.
There you have it, 8 places to start for executive health and fitness. Just start. No, you don't have to look like "him" or "her". Just be you ... a healthier, more alert, more fit you.
Thursday, August 13, 2009
Treating Police Burnout
When it comes to treating police burnout, policing has been referred to as “the most stressful occupation in America.” That according to Hans Selye, one of the world's preeminent researchers on stress.
As a leader, you already know that three high level indicators of stress - alcoholism, divorce and suicide, are all alarmingly present in policing. Much has been studied and written about this.
As an executive in policing you have the opportunity to make an impact in treating police burnout in those you are responsible for.
You already know the background situations that policing professionals face every day. Our aim is to provide a synopsis of possible actions and shifts in attitude that may lessen the number of cases of police burnout.
Here are a few things police can be intentional about promoting, encouraging and acting on.
If we are going to decrease law enforcement burnout these are the simple things that have to be paid attention to.
As a leader, you already know that three high level indicators of stress - alcoholism, divorce and suicide, are all alarmingly present in policing. Much has been studied and written about this.
As an executive in policing you have the opportunity to make an impact in treating police burnout in those you are responsible for.
You already know the background situations that policing professionals face every day. Our aim is to provide a synopsis of possible actions and shifts in attitude that may lessen the number of cases of police burnout.
Here are a few things police can be intentional about promoting, encouraging and acting on.
- Continue to grow as a person. Seek to be mature and avoid being self-centered. Cultivate those characteristics that make up what we now call emotional intelligence – honesty, emotional self-awareness, resilience, good communications, compassion, integrity etc. Don't push those things down because your primary contact with people is in bad situations.
- Develop your character. Pay attention to it. Stay sensitive to what you are feeling. Stay sensitive to what others are feeling.
- Let go of what people say to you or about you. Their comments reflect their problem, not yours.
- Don't stuff emotions inside. Talk with others about what you see and experience. Stress is cumulative unless dealt with. Deal with the accumulation of daily stress ... daily. Otherwise what gathers in your daily job is brought home. Don't take out stress on those within your own home.
- Find positive ways to address stress each day. This is one of the keys to treating police burnout.Who we are does not consist of bits and pieces that can be isolated from each other. Your body's reaction to stress does not stop to ask whether it is job related or personal. It's just stress ... related to you as a whole person. Incorporate holistic strategies.
- Understand the vast majority of the public respect you and what you do. They are absolutely grateful for you. They don't want you to be another cop burnout statistic. They want you healthy and well in every way.
- Find a means to deal with anger and frustration in healthy ways. Participate in group sports, work out. Expend energy. You already know it will have all sorts of benefits.
- Love your spouse. Actively look for ways to romance them. Make your own personal growth as a husband or wife one of your highest challenges so you can make loving your spouse your highest priority. Be intentional in working on this area.
- Do not drink for escape. We are told alcoholism is high with far too many over-stressed officers. You may need to avoid drinking altogether to be safe.
- Remind yourself every day that you are creating an environment where people can work and play and do well.
- You are not your job. You have a passion to see good things happen, but whether or not they do does not affect the fact that you are a great person. You are valuable by creation, not by occupation.
- Cultivate friendships outside the force. Go out with other couples not connected with policing. Talk about other things. Go with your spouse to his or her events.
- Don't let a feeling of superiority creep in. Yes, you have a lot of street smarts others don't have. But they are wise in unique areas you are not. Benefit from their wisdom as well.
- Cultivate balance. You are mostly with people at their worst. Spend time with people at their best, doing positive things which contribute to their families and communities. Let the good around you be the greater influence.
- Continue to be bothered when injustice occurs. Don't become callous to being passionate about wrong behaviors.
If we are going to decrease law enforcement burnout these are the simple things that have to be paid attention to.
Thursday, July 23, 2009
14 Questions Leaders Should Ask BEFORE Agreeing to Serve
These 14 questions leaders should ask before agreeing to serve could potentially save you and a lot of other people from an unsuccessful and less than satisfying experience.
I can't tell you how many times leaders and executives bring up the concern for coaching that too many meetings, committees and requests for help are drowning them.
There are literally millions of boards, committees, special projects and all other manner of initiative in place and active right now in North America and across the globe. And much of what they are doing is worthwhile. But if the wrong people are tasked with doing worthwhile things, little good will be accomplished.
It's not that the wrong people are not good people. In many cases they are leaders who have accomplished much. They know how to get things done and have proven themselves. It's just that this particular task is not for them. They should never agree to be a part of it, no matter how worthwhile.
Other times, leaders have some personal work to do first. Matters in their own life require first priority before exporting their personal baggage, no matter how subtly, to others.
So, when faced with the call to serve, sometimes pleading with you to serve, take the time to do this exercise. No matter how good the cause, you just can't do everything, nor were you designed to do everything.
Sit down with a piece of paper and a pen and write out the answers to the following questions. That way you will be very intentional in your thinking. Writing it out will capture your thoughts concisely. This will enable you to make a better decision and reflect on the answer you return.
1. What expectations are there of me in this position? From whom?
2. What are my three biggest assumptions about this task? Are they true?
3. Am I really committed to this cause and the people it represents?
4. Do I have confidence in the senior leadership and feel I can support them?
5. Can I make the time for this leadership responsibility without creating excessive stress?
6. Do I and my spouse agree about this decision?
7. Leadership issues take discernment. Am I a discerning person and can I improve that competency?
8. Do I have any hidden agenda that could sabotage meetings or others on my team?
9. Are there any continuing things in my life that if people knew about them would disqualify me from serving?
10. Are there relationships or situations I should clean up before serving in this responsible position?
11. Am I a good team player or do I generally want my own way?
12. How have I been prepared for this task? Experience, skills, interests?
13. What is being said to me about this decision? Faith, family, friends, mentors etc.?
14. To what degree am I willing to change so that I can make a more effective contribution?
Many of our clients have checked themselves against this list and vastly improved their decision-making in this area. The benefits? Reduced stress from meetings and being a part of something that your heart just really isn't in, no matter how good it is ...
I can't tell you how many times leaders and executives bring up the concern for coaching that too many meetings, committees and requests for help are drowning them.
There are literally millions of boards, committees, special projects and all other manner of initiative in place and active right now in North America and across the globe. And much of what they are doing is worthwhile. But if the wrong people are tasked with doing worthwhile things, little good will be accomplished.
It's not that the wrong people are not good people. In many cases they are leaders who have accomplished much. They know how to get things done and have proven themselves. It's just that this particular task is not for them. They should never agree to be a part of it, no matter how worthwhile.
Other times, leaders have some personal work to do first. Matters in their own life require first priority before exporting their personal baggage, no matter how subtly, to others.
So, when faced with the call to serve, sometimes pleading with you to serve, take the time to do this exercise. No matter how good the cause, you just can't do everything, nor were you designed to do everything.
Sit down with a piece of paper and a pen and write out the answers to the following questions. That way you will be very intentional in your thinking. Writing it out will capture your thoughts concisely. This will enable you to make a better decision and reflect on the answer you return.
1. What expectations are there of me in this position? From whom?
2. What are my three biggest assumptions about this task? Are they true?
3. Am I really committed to this cause and the people it represents?
4. Do I have confidence in the senior leadership and feel I can support them?
5. Can I make the time for this leadership responsibility without creating excessive stress?
6. Do I and my spouse agree about this decision?
7. Leadership issues take discernment. Am I a discerning person and can I improve that competency?
8. Do I have any hidden agenda that could sabotage meetings or others on my team?
9. Are there any continuing things in my life that if people knew about them would disqualify me from serving?
10. Are there relationships or situations I should clean up before serving in this responsible position?
11. Am I a good team player or do I generally want my own way?
12. How have I been prepared for this task? Experience, skills, interests?
13. What is being said to me about this decision? Faith, family, friends, mentors etc.?
14. To what degree am I willing to change so that I can make a more effective contribution?
Many of our clients have checked themselves against this list and vastly improved their decision-making in this area. The benefits? Reduced stress from meetings and being a part of something that your heart just really isn't in, no matter how good it is ...
Wednesday, July 22, 2009
Children Teach Us How to Avoid Burnout
Children teach us how to avoid burnout.
Burnout and Children? Yes the two seem far apart, and for good reason. Children can teach us a lot about running-on-full when we feel like we're full time running-on-empty. They can teach us some valuable lessons on how to deal with stress, people, ourselves and a whole lot of other things.
Watch children and implement that special something they can teach you. Not only will your own leadership improve but you'll most certainly reduce stress and the chances of burnout. If you take your leadership seriously, book some time to learn from children. Be intentional about sitting and watching to learn.
And if they don't have kids at home, send your staff out to observe children and learn.
You Will Learn How to:
Relax
Trust others
Be curious
Get enough rest
Be enthusiastic
Take risks and try new things
Be yourself
Not have an image to manage
Be flexible and adapt to the circumstances
Care for those around you
Keep learning
Keep it simple
Adopt great big new thinking
Use your imagination
Share with others
Really enjoy laughter
Remember to incorporate these tips from kids into your own personal stress management toolbox.
Go to respected advisors
Notice interesting things
Return affection
Get over conflict real fast
Forgive
Work together
Organize a group task
See new possibilities
Change roles
Play to your strengths
Appreciate others who are different
Accept the rules but play hard within them
Take on assignments with enthusiasm
Be clear
Tackle new experiences expecting great things
What do they all have in common?
A great attitude.
If we're intent on avoiding burnout, then we must watch and learn from children. There are solutions right in front of us, if we'll take the time to observe and meditate on what we see.
Observe children. Beat Burnout. Thrive.
Burnout and Children? Yes the two seem far apart, and for good reason. Children can teach us a lot about running-on-full when we feel like we're full time running-on-empty. They can teach us some valuable lessons on how to deal with stress, people, ourselves and a whole lot of other things.
Watch children and implement that special something they can teach you. Not only will your own leadership improve but you'll most certainly reduce stress and the chances of burnout. If you take your leadership seriously, book some time to learn from children. Be intentional about sitting and watching to learn.
And if they don't have kids at home, send your staff out to observe children and learn.
You Will Learn How to:
Relax
Trust others
Be curious
Get enough rest
Be enthusiastic
Take risks and try new things
Be yourself
Not have an image to manage
Be flexible and adapt to the circumstances
Care for those around you
Keep learning
Keep it simple
Adopt great big new thinking
Use your imagination
Share with others
Really enjoy laughter
Remember to incorporate these tips from kids into your own personal stress management toolbox.
Go to respected advisors
Notice interesting things
Return affection
Get over conflict real fast
Forgive
Work together
Organize a group task
See new possibilities
Change roles
Play to your strengths
Appreciate others who are different
Accept the rules but play hard within them
Take on assignments with enthusiasm
Be clear
Tackle new experiences expecting great things
What do they all have in common?
A great attitude.
If we're intent on avoiding burnout, then we must watch and learn from children. There are solutions right in front of us, if we'll take the time to observe and meditate on what we see.
Observe children. Beat Burnout. Thrive.
Saturday, July 18, 2009
Do it, Ditch it, Delegate it or Delay it
If you adopt the practice of do it, ditch it, delegate it or delay it, you can gain minutes or even hours each and every day.
"Napoleon is said to have...[put] all routine letters aside for two weeks before replying to them. He claimed that during that period most matters had taken care of themselves; those that had not, he could now handle in a more leisurely manner. On the other hand, whenever time was critical Napoleon moved swiftly. “The reason I defeated the Austrians, “ he once said, “is because they didn't understand the value of five minutes. Edwin Bliss, Doing it Now, 1984, Bantam Books
Take action right now to deal with what is at hand. Do it.
Throw it in the garbage. Say “No.” Get it off your desk. Ditch it.
Give it to the appropriate person to deal with. Delegate it.
Put it aside for attention at a later and more opportune time. Delay it.
You can literally gain hours every day by carrying out one of those four functions as often as possible. In order to develop this into a habit, write it out on an index card and review it several times daily for a few weeks until you are acting consistently. It’s a sure fire way to gain yourself valuable time.
Here are a further five days of action.
DAY ONE
It's simple time management strategy. But do you practice it? We may be seasoned executive level leaders and still need to periodically examine how we do on the basics. How are you doing? Tell the truth and resolve to make needed changes.
DAY TWO
Delegate something today that you have for too long kept on your own plate. Notice the relief.
DAY THREE
Today, practice clearing your desk, inbox or email more quickly. Make good decisions promptly and act on them without further thought. Be aware of doing this over the next few days. Catch yourself being distracted and change direction immediately.
DAY FOUR
Take hold of the bottom two inches of your inbox pile. Throw it in the garbage. This one act will improve your efficiency significantly. Do the same thing next week until you get it.
DAY FIVE
Articulate the difference between procrastination and good delay. Notice yourself doing both today. Practice good delay if and when the situation is appropriate.
This was adapted from my new book, 52 Solutions for Those Who Need a 25 Hour Day. For another practical 51 Solutions, purchase the book. Work through it every day for a year and you will revolutionize the way you go about your work. You will achieve more of higher quality work. It can mean greater success, less time wasted, increased income and more satisfaction.
We can always improve by revisiting the basics.
"Napoleon is said to have...[put] all routine letters aside for two weeks before replying to them. He claimed that during that period most matters had taken care of themselves; those that had not, he could now handle in a more leisurely manner. On the other hand, whenever time was critical Napoleon moved swiftly. “The reason I defeated the Austrians, “ he once said, “is because they didn't understand the value of five minutes. Edwin Bliss, Doing it Now, 1984, Bantam Books
Take action right now to deal with what is at hand. Do it.
Throw it in the garbage. Say “No.” Get it off your desk. Ditch it.
Give it to the appropriate person to deal with. Delegate it.
Put it aside for attention at a later and more opportune time. Delay it.
You can literally gain hours every day by carrying out one of those four functions as often as possible. In order to develop this into a habit, write it out on an index card and review it several times daily for a few weeks until you are acting consistently. It’s a sure fire way to gain yourself valuable time.
Here are a further five days of action.
DAY ONE
It's simple time management strategy. But do you practice it? We may be seasoned executive level leaders and still need to periodically examine how we do on the basics. How are you doing? Tell the truth and resolve to make needed changes.
DAY TWO
Delegate something today that you have for too long kept on your own plate. Notice the relief.
DAY THREE
Today, practice clearing your desk, inbox or email more quickly. Make good decisions promptly and act on them without further thought. Be aware of doing this over the next few days. Catch yourself being distracted and change direction immediately.
DAY FOUR
Take hold of the bottom two inches of your inbox pile. Throw it in the garbage. This one act will improve your efficiency significantly. Do the same thing next week until you get it.
DAY FIVE
Articulate the difference between procrastination and good delay. Notice yourself doing both today. Practice good delay if and when the situation is appropriate.
This was adapted from my new book, 52 Solutions for Those Who Need a 25 Hour Day. For another practical 51 Solutions, purchase the book. Work through it every day for a year and you will revolutionize the way you go about your work. You will achieve more of higher quality work. It can mean greater success, less time wasted, increased income and more satisfaction.
We can always improve by revisiting the basics.
Friday, July 17, 2009
Overload! When it has to be Done and You Have to do it.
I frequently work with leaders who are experiencing overload.
I define overload as "too much." They are stretched to the limit. They haven't hit burnout, but if the present trend continues on for long, they might.
This is particularly prevalent amongst leaders of smaller companies and nonprofits who carry out multiple tasks. They don't yet have the employees to delegate to or they work with a volunteer or transient staff.
I know the territory well and have looked for some answers to one particular question. "When it has to be done, and you have to do it, and it's just too much, what can you do?" There are no easy answers, but I think there is help.
First, let's get a taste of the criticism leveled by others who mean well, but don't always understand.
He must not be able to delegate.
She must not be able to manage her time very well.
He must be a workaholic.
She did that for years, and we never heard a complaint from her.
So what CAN you do? For those of you who know what I am talking about, you know the answers don't come easy. What follows is not an attempt at trite, pat answers.
View your situation spiritually. When it has to be done, God will give what you need to get it done. God will give strength commensurate with the need. If it is a problematic situation, concentrate on God's presence and support being with you through it.
Break it down into as small of pieces as you can. Emotionally you can handle something smaller easier than a large overburdening "must." Writing it down can often change the nature of anxiety and ease the pressure. Mentally handle the steps versus the whole.
Take conscious breaks, even if they are short. Be conscious of renewal however short it might be. Focus on enjoying something totally unrelated to the task. Celebrate completion and success at each and every stage.
Tell the truth. Be very clear about what is going on. Cut through any emotional layers and state objectively what is happening or not happening. Look at it from other people's points of view also. Solving something that doesn't really exist won't work. Solving the symptom rather than the cause doesn't work long term either. But if you can name the real problem, you can be intentional about addressing it.
Start planning for the long term. If there is a problem, you can't solve it today. But you can begin to develop a strategy that will address the problem down the road.
Consider your future. Extend the present conditions out another 5 years. Can you see yourself there? If you can then stay put and work on solutions. If you can't, then radical changes may be in order. This isn't easy. Our lives are complex. There may be a whole number of indicators coming together showing it is time to move on.
Share with others. Find those who care and understand. They may not be able to change the situation, but they can listen.
Consider working with a Coach. Make the investment to work with a personal Coach to see yourself and your situation clearly and know what to do next. Uncover potential blind spots. Think through new strategies and approaches to moving forward.
Get some good laughs. Find some happy, positive, funny people to be with. Be intentional about creating the time to do it and have some good fun.
I define overload as "too much." They are stretched to the limit. They haven't hit burnout, but if the present trend continues on for long, they might.
This is particularly prevalent amongst leaders of smaller companies and nonprofits who carry out multiple tasks. They don't yet have the employees to delegate to or they work with a volunteer or transient staff.
I know the territory well and have looked for some answers to one particular question. "When it has to be done, and you have to do it, and it's just too much, what can you do?" There are no easy answers, but I think there is help.
First, let's get a taste of the criticism leveled by others who mean well, but don't always understand.
He must not be able to delegate.
- There are some things that are sensitive enough that they can't be delegated.
- Sometimes the people who could make themselves available, don't.
- If it needs to be done now and in the midst of a tight schedule, sometimes showing someone how can take longer than just doing it yourself.
She must not be able to manage her time very well.
- Even the best time manager hits periods of "too much" when volume is the challenge, not efficiency.
He must be a workaholic.
- The work does have to get done.
- Deadlines are important.
- Others may leave but some work can't wait until Monday.
She did that for years, and we never heard a complaint from her.
- But she was a different person who lived a different life in a different time.
- Maybe she did fit one or more of the categories already mentioned.
- Our emotional energy levels are different.
So what CAN you do? For those of you who know what I am talking about, you know the answers don't come easy. What follows is not an attempt at trite, pat answers.
View your situation spiritually. When it has to be done, God will give what you need to get it done. God will give strength commensurate with the need. If it is a problematic situation, concentrate on God's presence and support being with you through it.
Break it down into as small of pieces as you can. Emotionally you can handle something smaller easier than a large overburdening "must." Writing it down can often change the nature of anxiety and ease the pressure. Mentally handle the steps versus the whole.
Take conscious breaks, even if they are short. Be conscious of renewal however short it might be. Focus on enjoying something totally unrelated to the task. Celebrate completion and success at each and every stage.
Tell the truth. Be very clear about what is going on. Cut through any emotional layers and state objectively what is happening or not happening. Look at it from other people's points of view also. Solving something that doesn't really exist won't work. Solving the symptom rather than the cause doesn't work long term either. But if you can name the real problem, you can be intentional about addressing it.
Start planning for the long term. If there is a problem, you can't solve it today. But you can begin to develop a strategy that will address the problem down the road.
Consider your future. Extend the present conditions out another 5 years. Can you see yourself there? If you can then stay put and work on solutions. If you can't, then radical changes may be in order. This isn't easy. Our lives are complex. There may be a whole number of indicators coming together showing it is time to move on.
Share with others. Find those who care and understand. They may not be able to change the situation, but they can listen.
Consider working with a Coach. Make the investment to work with a personal Coach to see yourself and your situation clearly and know what to do next. Uncover potential blind spots. Think through new strategies and approaches to moving forward.
Get some good laughs. Find some happy, positive, funny people to be with. Be intentional about creating the time to do it and have some good fun.
Wednesday, July 8, 2009
Do Less to Achieve More
Do less to achieve more. It sounds odd but it works. In order to maximize your attentiveness, you may be well served by diminishing the number of responsibilities you have. Doing less things will give you more time and emotional energy for high-priority tasks.
Sit on fewer boards, cancel some personal obligations, cut back on attending so many meetings, and spend less time out for the evening. Do whatever you have to do, to devote the time and energy you need to achieve this important outcome. If it is worth achieving, you need to focus on it, make sacrifices for it and create time for it.
Be very sure that this is an activity of sufficient priority to cause you to make such significant changes. You will realize a side benefit of greater clarity around what is really important to you.
You're looking to use your focusing powers to create more of what matters most to you in the moments you're able to schedule. When you realize what's really important, then say no to anything that consumes time but doesn't bring you closer to what matters most to you. If you can't say no, delegate it, speed through it, or eliminate it. Robert Cooper
Five Days of Action
DAY ONE
If something is of sufficient priority, you need to concentrate on it. But you may be distracted by too many other responsibilities. Some may have to go, no matter how good they may seem. Take some time today to prioritize. What really needs doing? What needs to be dropped because you're too overstretched to devote true attention to the priorities?
DAY TWO
Take action today to drop those responsibilities that you determined yesterday needed to go. Make the phone call. Write the email. Send the message. Take action.
DAY THREE
Concentrate like never before on what matters. Get clarity. Take ownership. Put supportive structures in place, start and build momentum. Determine today to start making your actions reflect the priorities in your mind.
DAY FOUR
Some things take time to ease out of. Be committed to the decision you have made. Take actions today to be very clear about your leaving or your duties ceasing. See that steps are being taken to replace you and, if necessary, train those who will follow you.
DAY FIVE
How can you convey to your key people that being involved in less may actually accomplish more? Communicate this powerful insight and strategy to them.
This post was adapted from my new book, 52 Solutions for Those Who Need a 25 Hour Day.
Sit on fewer boards, cancel some personal obligations, cut back on attending so many meetings, and spend less time out for the evening. Do whatever you have to do, to devote the time and energy you need to achieve this important outcome. If it is worth achieving, you need to focus on it, make sacrifices for it and create time for it.
Be very sure that this is an activity of sufficient priority to cause you to make such significant changes. You will realize a side benefit of greater clarity around what is really important to you.
You're looking to use your focusing powers to create more of what matters most to you in the moments you're able to schedule. When you realize what's really important, then say no to anything that consumes time but doesn't bring you closer to what matters most to you. If you can't say no, delegate it, speed through it, or eliminate it. Robert Cooper
Five Days of Action
DAY ONE
If something is of sufficient priority, you need to concentrate on it. But you may be distracted by too many other responsibilities. Some may have to go, no matter how good they may seem. Take some time today to prioritize. What really needs doing? What needs to be dropped because you're too overstretched to devote true attention to the priorities?
DAY TWO
Take action today to drop those responsibilities that you determined yesterday needed to go. Make the phone call. Write the email. Send the message. Take action.
DAY THREE
Concentrate like never before on what matters. Get clarity. Take ownership. Put supportive structures in place, start and build momentum. Determine today to start making your actions reflect the priorities in your mind.
DAY FOUR
Some things take time to ease out of. Be committed to the decision you have made. Take actions today to be very clear about your leaving or your duties ceasing. See that steps are being taken to replace you and, if necessary, train those who will follow you.
DAY FIVE
How can you convey to your key people that being involved in less may actually accomplish more? Communicate this powerful insight and strategy to them.
This post was adapted from my new book, 52 Solutions for Those Who Need a 25 Hour Day.
Sunday, July 5, 2009
Self-Stewardship, 12 Lessons for Leaders
We get powerful lessons in time management from Jesus. Really they are lessons in self-management. Those who lead in any capacity would do well to study the life of the Lord. He didn't come to specifically teach us about business management, time management or executive leadership, but his life is exemplary of such. In brief:
Yes, the list could go on. If you and I put into practice these 12 actions of our Lord, we would probably revolutionize our lives, our leadership and the businesses and organizations we lead.
- He kept to his purpose. His schedule flowed from his purpose.
- His purpose was determined by periods of prayer.
- He didn't perform or manage his image for others.
- He carried himself with an unhurried calmness versus a frenetic busyness
- He never used the word "should" referring to himself
- He had good friendships, Mary, Martha, Lazarus etc
- He lived lightly, enjoyed children, didn't grasp things
- He focused his attention on one person at a time
- He allowed those things he needed to deal with and left the rest
- He changed pace - periods of intensity, periods of being alone
- He dealt with whatever came up exactly when it needed to be dealt with
- His focus was on finishing his assignment with excellence
Yes, the list could go on. If you and I put into practice these 12 actions of our Lord, we would probably revolutionize our lives, our leadership and the businesses and organizations we lead.
Friday, July 3, 2009
Lawyer Burnout, A Personal Message to You
Lawyer burnout is no illusion. The profession consistently loses tremendously skilled professionals to burnout and career disillusionment. You may have started into law with a burning desire to help people and now you're left questioning whether or not you've made much of a contribution at all.
You probably prided yourself in you ability to find solutions and navigate through tough problems to successful outcomes. And now you feel pretty powerless to solve your own problems.
You may be fighting an unwillingness to let anyone else know the depth of your discouragement. You probably pictured that success would provide plenty of time for a rewarding personal and family life and now you feel like you haven't known what balance is for an awfully long, long time.
The key symptoms of burnout in law firms are similar to other professions, a loss of energy, a loss of involvement, a loss of effectiveness and a loss of health or sense of well-being.
The starting point for a solution that will lead to good outcomes is relatively simple to spell out – admit there is a problem. You don't have to know all the details. Tell your spouse. Tell a trusted colleague. Tell us.
As a lawyer, an executive, a leader, you have been highly trained to provide help to others. I'll bet you received little to no training at all around receiving help yourself. Burnout in lawyers ... and this includes you ... will only be solved by dealing with the truth and knowing when to bring in assistance.
More information isn't always the solution. You may need personal assistance. You may need to work with someone who is confidential and non-judgmental and someone where you and turning this situation around can be the focus.
Depending on what you are experiencing, you may need to check with a doctor. You may also contact your local lawyers assistance program and access the resources they make available to you. Alternately you might work with a professional coach to deal with burnout before your situation further deteriorates.
Bottom line? Admit you are feeling burned out. Let someone else assist you for a change. You probably need it.
You probably prided yourself in you ability to find solutions and navigate through tough problems to successful outcomes. And now you feel pretty powerless to solve your own problems.
You may be fighting an unwillingness to let anyone else know the depth of your discouragement. You probably pictured that success would provide plenty of time for a rewarding personal and family life and now you feel like you haven't known what balance is for an awfully long, long time.
The key symptoms of burnout in law firms are similar to other professions, a loss of energy, a loss of involvement, a loss of effectiveness and a loss of health or sense of well-being.
The starting point for a solution that will lead to good outcomes is relatively simple to spell out – admit there is a problem. You don't have to know all the details. Tell your spouse. Tell a trusted colleague. Tell us.
As a lawyer, an executive, a leader, you have been highly trained to provide help to others. I'll bet you received little to no training at all around receiving help yourself. Burnout in lawyers ... and this includes you ... will only be solved by dealing with the truth and knowing when to bring in assistance.
More information isn't always the solution. You may need personal assistance. You may need to work with someone who is confidential and non-judgmental and someone where you and turning this situation around can be the focus.
Depending on what you are experiencing, you may need to check with a doctor. You may also contact your local lawyers assistance program and access the resources they make available to you. Alternately you might work with a professional coach to deal with burnout before your situation further deteriorates.
Bottom line? Admit you are feeling burned out. Let someone else assist you for a change. You probably need it.
Friday, June 26, 2009
The Importance of a Master Plan
Never underestimate the importance of a master plan.
Creative people who are committed and involved generally start out with a clear idea of what it is they feel compelled to engage in. Once they start, they begin to see all sorts of further exciting possibilities. Their creativity feeds on more ideas. Less clear are the ways and means to accomplish all of them simultaneously.
If that original vision, the one before all the other exciting possibilities came along, is not regularly reviewed, it can be neglected and lost in a sea of activity. Eventually personal energy is so diffused and unfocused that something collapses.
The original and probably quite uncomplicated vision is replaced with multiple goals, time lines, demands and expectations that require more and more personal resources from the leader. It leaves the creative depleted and the initiative in shambles.
Adding more and more layers of activity, and it may be very fine activity, isn't a great strategy.
Developing a master plan to guide decision making and the allocation of effort is a great strategy.
I want to highlight the importance of having a clear and crisp written plan of what it is you wish to accomplish and how you will accomplish it. Having that master plan in front of you will allow you to gauge other ideas that come along and be able to dismiss or park them for another day. It will allow you to allocate effort efficiently. It will keep you focused on the objectives and dramatically improve your chances of experiencing very significant success.
Creative people who are committed and involved generally start out with a clear idea of what it is they feel compelled to engage in. Once they start, they begin to see all sorts of further exciting possibilities. Their creativity feeds on more ideas. Less clear are the ways and means to accomplish all of them simultaneously.
If that original vision, the one before all the other exciting possibilities came along, is not regularly reviewed, it can be neglected and lost in a sea of activity. Eventually personal energy is so diffused and unfocused that something collapses.
The original and probably quite uncomplicated vision is replaced with multiple goals, time lines, demands and expectations that require more and more personal resources from the leader. It leaves the creative depleted and the initiative in shambles.
Adding more and more layers of activity, and it may be very fine activity, isn't a great strategy.
Developing a master plan to guide decision making and the allocation of effort is a great strategy.
I want to highlight the importance of having a clear and crisp written plan of what it is you wish to accomplish and how you will accomplish it. Having that master plan in front of you will allow you to gauge other ideas that come along and be able to dismiss or park them for another day. It will allow you to allocate effort efficiently. It will keep you focused on the objectives and dramatically improve your chances of experiencing very significant success.
Sunday, June 21, 2009
How to Improve Your Leadership
Want to know how to improve your leadership or your productivity? One percent at a time ...
Who says one percent isn’t significant? A one percent gain may seem modest but it’s measurable. Over time a series of one percent gains add up. And combined with other coaching successes, their multiplying effect can be impressive.
Jesus told an old friend, “Only one thing is necessary.” One simple thing … paid attention to, can make a big difference.
A one percent improvement is very achievable, even for busy people. One percent a month over ten months is a ten percent improvement. Ten percent is significant.
You can make one percent improvements. Like achieving anything, you must be intentional about it. You must make a decision to do it. Once you do, you will find out that you can achieve significantly more. Imagine what this means to the projects, programs, causes and career that you really care about.
For example, at the beginning of every coaching engagement, our clients begin to work through our book, 52 Solutions for Those Who Need a 25 Hour Day. From the 52 practices that can improve personal effectiveness, they choose the two or three that if implemented, can make the biggest difference in helping them move forward their priorities. This includes simple practices like:
From then on throughout our coaching engagement, the routine is simple. Parallel to our coaching, clients identify and implement better thinking, habits and practices week after week. When one of the 52 becomes habit, they turn attention to another. It isn’t long before clients experience even greater effectiveness, less stress and better results.
We can all do better. The wisest leaders get this and they move forward. Revisiting and reapplying basic strategies and techniques drives greater personal, professional and organizational effectiveness and creates space for renewed vision and energy.
Paying attention to basics reaps dividends in work, life and leadership. It may seem simplistic to challenge an executive, leader or anyone else to make a 1% improvement, but the results are worth any feeling of embarrassment it might foster. So I am challenging you to make a 1% improvement. Use my book 52 Solutions if it will be of assistance.
Go on to make a whole series of 1% improvements and pretty soon you will see a significant difference in how you work and what you achieve. By the way, I am not embarrassed. I know you will like the results.
Who says one percent isn’t significant? A one percent gain may seem modest but it’s measurable. Over time a series of one percent gains add up. And combined with other coaching successes, their multiplying effect can be impressive.
Jesus told an old friend, “Only one thing is necessary.” One simple thing … paid attention to, can make a big difference.
A one percent improvement is very achievable, even for busy people. One percent a month over ten months is a ten percent improvement. Ten percent is significant.
You can make one percent improvements. Like achieving anything, you must be intentional about it. You must make a decision to do it. Once you do, you will find out that you can achieve significantly more. Imagine what this means to the projects, programs, causes and career that you really care about.
For example, at the beginning of every coaching engagement, our clients begin to work through our book, 52 Solutions for Those Who Need a 25 Hour Day. From the 52 practices that can improve personal effectiveness, they choose the two or three that if implemented, can make the biggest difference in helping them move forward their priorities. This includes simple practices like:
- Conquering the to-do list
- Embracing failure
- Preparing for people who don’t understand
- Rejecting busyness as a bragging point
- Planning for the unexpected
From then on throughout our coaching engagement, the routine is simple. Parallel to our coaching, clients identify and implement better thinking, habits and practices week after week. When one of the 52 becomes habit, they turn attention to another. It isn’t long before clients experience even greater effectiveness, less stress and better results.
We can all do better. The wisest leaders get this and they move forward. Revisiting and reapplying basic strategies and techniques drives greater personal, professional and organizational effectiveness and creates space for renewed vision and energy.
Paying attention to basics reaps dividends in work, life and leadership. It may seem simplistic to challenge an executive, leader or anyone else to make a 1% improvement, but the results are worth any feeling of embarrassment it might foster. So I am challenging you to make a 1% improvement. Use my book 52 Solutions if it will be of assistance.
Go on to make a whole series of 1% improvements and pretty soon you will see a significant difference in how you work and what you achieve. By the way, I am not embarrassed. I know you will like the results.
Sunday, June 14, 2009
Do You Belong to The Cult of Busy?
Most status symbols sit like trophies, close and conspicuous. Often they tarnish, wear out, need maintenance or lose significance as time moves on. Their purpose served, we give a fresh input of time, energy and money to refresh or replace them. Occasionally, it becomes all too apparent that the energy put in to attain and maintain comes at great cost to the possessor.
I’ve been thinking lately about a modern day status symbol that demands a major toll from those who have it. It’s the status symbol of ‘busy’. Busy fills its purpose easily enough. It beckons to all who will turn, “Look at me. See how busy I am. Look how committed I am.”
Did you ever notice how so many conversations over the years seem to be opened with some discussion of how busy someone is? And I venture, at least for some of us; it betrays more than just the accepted lifestyle of the day.
My wife Alice is trying to collect all of the old public school readers from our early grades. We were taught to read following the life of Dick, Jane and their dog Spot. Imagine their current discussion around the topic of being busy.
“Look, Jane” said Dick, “Spot is happy. Happy, happy Spot.”
“Dick” said Jane “Spot is happy you are here. You are not here much any more.”
“I am busy,” said Dick, “I am too busy to play with Spot.”
“Oh” said Jane, “See Spot now. Spot is sad. Sad, sad Spot.”
“I will play with Spot some day”, said Dick “The man next door says I must be very important. I work all the time.”
“Work, work,” said Jane, “You are very important.” “Work, work, work.”
Spot sat near the door and looked sad. Poor, sad, Spot.
There is a way to determine if you are grasping for this modern day status symbol. Try this test. Stop making any references to people about how busy you are for the next month. No hints, and no dragging yourself around. As far as you are able, let no one see or know the hours you put in.
Notice your personal reaction to this. If you find it a struggle not to tell others about it, you may have been using your attachment to this posture as a prop for something else that is going on.
Much better you get your energy from knowing how valuable you are without any outside prop to hold it up. Busy is one thing, but busy as a bragging point to hold up a sagging view of yourself is another. Clear the clutter and make a commitment to get rid of this status symbol from your life. It’s one you can do without.
Get your energy from doing excellent work in a satisfying time and fashion. Get your energy from finding smarter and more effective ways to move your business, community service or life, forward. Take the pressure off everyone around you, for whom you set a surreal pace. This isn’t about them. It’s about you. Admit it and deal with it by developing a better approach to life and work.
Wouldn’t it be something to let others pay homage to the cult of busy while you get some time to play with Spot? It sounds more balanced, effective and visionary to me. And I’ll bet Jane or Dick will go along with the idea too.
I’ve been thinking lately about a modern day status symbol that demands a major toll from those who have it. It’s the status symbol of ‘busy’. Busy fills its purpose easily enough. It beckons to all who will turn, “Look at me. See how busy I am. Look how committed I am.”
Did you ever notice how so many conversations over the years seem to be opened with some discussion of how busy someone is? And I venture, at least for some of us; it betrays more than just the accepted lifestyle of the day.
My wife Alice is trying to collect all of the old public school readers from our early grades. We were taught to read following the life of Dick, Jane and their dog Spot. Imagine their current discussion around the topic of being busy.
“Look, Jane” said Dick, “Spot is happy. Happy, happy Spot.”
“Dick” said Jane “Spot is happy you are here. You are not here much any more.”
“I am busy,” said Dick, “I am too busy to play with Spot.”
“Oh” said Jane, “See Spot now. Spot is sad. Sad, sad Spot.”
“I will play with Spot some day”, said Dick “The man next door says I must be very important. I work all the time.”
“Work, work,” said Jane, “You are very important.” “Work, work, work.”
Spot sat near the door and looked sad. Poor, sad, Spot.
There is a way to determine if you are grasping for this modern day status symbol. Try this test. Stop making any references to people about how busy you are for the next month. No hints, and no dragging yourself around. As far as you are able, let no one see or know the hours you put in.
Notice your personal reaction to this. If you find it a struggle not to tell others about it, you may have been using your attachment to this posture as a prop for something else that is going on.
Much better you get your energy from knowing how valuable you are without any outside prop to hold it up. Busy is one thing, but busy as a bragging point to hold up a sagging view of yourself is another. Clear the clutter and make a commitment to get rid of this status symbol from your life. It’s one you can do without.
Get your energy from doing excellent work in a satisfying time and fashion. Get your energy from finding smarter and more effective ways to move your business, community service or life, forward. Take the pressure off everyone around you, for whom you set a surreal pace. This isn’t about them. It’s about you. Admit it and deal with it by developing a better approach to life and work.
Wouldn’t it be something to let others pay homage to the cult of busy while you get some time to play with Spot? It sounds more balanced, effective and visionary to me. And I’ll bet Jane or Dick will go along with the idea too.
Wednesday, June 10, 2009
Leadership and Priorities
Exceptional leaders understand the difference between results and priorities.
Results are what happens. Priorities are those few things that will make the biggest difference. Results may or may not achieve priorities. Getting results drives activity. Achieving priorities drives effectiveness. Getting results may or may not satisfy. Achieving priorities always satisfies.
Results are meant to achieve priorities just as activity is meant to achieve results. Activity, results, priorities.
The primary focus of poor time management techniques is solely on results. The primary focus of good self-management techniques is on priorities. Good time management is always preceded by great self-management. Managing your time to achieve the best results will come when you understand what priorities those results are meant to achieve.
If you are to be an effective leader, you must understand those few things that are most important for you or your organization to achieve. There are probably two or three things which will make the biggest difference to advancing your purposes ... just a few simple things, maybe one thing.
This handful of priorities are the touchstone of all other activity. They determine what activity should or should not be allocated time and resources. Activity and the results it produces should further these priorities. If the results do not further the priorities, adjustments need to be made. Change the activity and thereby change the results. Precious and limited time is allocated to achieve results. Make sure those results are furthering the priorities.
Leadership starts with understanding the priorities.
Results are what happens. Priorities are those few things that will make the biggest difference. Results may or may not achieve priorities. Getting results drives activity. Achieving priorities drives effectiveness. Getting results may or may not satisfy. Achieving priorities always satisfies.
Results are meant to achieve priorities just as activity is meant to achieve results. Activity, results, priorities.
The primary focus of poor time management techniques is solely on results. The primary focus of good self-management techniques is on priorities. Good time management is always preceded by great self-management. Managing your time to achieve the best results will come when you understand what priorities those results are meant to achieve.
If you are to be an effective leader, you must understand those few things that are most important for you or your organization to achieve. There are probably two or three things which will make the biggest difference to advancing your purposes ... just a few simple things, maybe one thing.
This handful of priorities are the touchstone of all other activity. They determine what activity should or should not be allocated time and resources. Activity and the results it produces should further these priorities. If the results do not further the priorities, adjustments need to be made. Change the activity and thereby change the results. Precious and limited time is allocated to achieve results. Make sure those results are furthering the priorities.
Leadership starts with understanding the priorities.
Wednesday, May 13, 2009
Leadership Inventory, Keeping Your Shelves Stocked
You walk up to the line of grocery buggies, take yours and wheel down the fresh produce aisle of your favorite grocery store. Then it hits you. The once full shelves only have few and sparse items on them. And the few things that are there are drooping and decidedly not fresh. The whole store is virtually empty. There’s no inventory on the shelves.
Approaching a clerk, you comment, “What’s going on here? The shelves are empty. How am I supposed to do my shopping?” “New policy, ma’am,” she announces. “We only restock when the item is sold out.”
“But you can’t run a grocery store like that. You need stock on the shelves. You don’t know when I’m coming in. If there’s nothing there for me to pick up, what do I do?”
“Sorry, Ma’am. That’s the way it is.”
It’s almost unthinkable.
But, don’t we often run our lives in the very same way as that grocery store. We have no stock on the shelf, no personal inventory of extra. We have a demand and we go reaching to our shelf to take something down and there’s nothing left. There is no margin for anything to go wrong, no margin for someone to demand one more thing. We live life on the edge.
And the list goes on, unique to the individual.
Often when we go reaching to the shelf for something that isn’t there, we fall into the trap of managing our image or performing to give the appearance that it is there. This only further squanders our emotional reserves and puts us on a sure path to overload.
Solutions?
Determine today to put some inventory back on the shelves.
Approaching a clerk, you comment, “What’s going on here? The shelves are empty. How am I supposed to do my shopping?” “New policy, ma’am,” she announces. “We only restock when the item is sold out.”
“But you can’t run a grocery store like that. You need stock on the shelves. You don’t know when I’m coming in. If there’s nothing there for me to pick up, what do I do?”
“Sorry, Ma’am. That’s the way it is.”
It’s almost unthinkable.
But, don’t we often run our lives in the very same way as that grocery store. We have no stock on the shelf, no personal inventory of extra. We have a demand and we go reaching to our shelf to take something down and there’s nothing left. There is no margin for anything to go wrong, no margin for someone to demand one more thing. We live life on the edge.
- There is no reserve of emotional energy. One wrong incident is too much and we can’t handle it.
- There is no reserve of money. One emergency bill is too much and we are in financial trouble.
- There is no reserve of personal time. One extra demand at work is too much and we blow our top.
- There is no reserve of love and communication and our relationships spiral from needy to needier.
And the list goes on, unique to the individual.
Often when we go reaching to the shelf for something that isn’t there, we fall into the trap of managing our image or performing to give the appearance that it is there. This only further squanders our emotional reserves and puts us on a sure path to overload.
Solutions?
- Identify the types of reserve you need in your life. Write them down. Have you had them before? How did you lose them?
- Commit to putting stock back on the shelves. Create a reserve to fall back on. Determine not to run everything to the edge. Build in the reserve to provide a cushion against the anticipated and the unanticipated. It may take some time, but it will be worth the effort.
- Tell the truth. It is the truth that sets us free. It’s not that we set out to deceive others. We just don’t admit the whole story to ourselves about our situation. Seeing yourself and your situation with clarity will pave the way for solutions.
- Enlist others. Get the help of family to set priorities. Make changes at work. Develop a strategy to work differently. If need be, engage a coach to focus on where change is needed and how to introduce it.
- Set some boundaries for people and things. Don’t let everyone and everything control you. You take some responsibility for your own well being and act on it.
- Take definite steps each week to keep your levels of reserve up. When demand comes, you will be ready. The shelves will be full and fresh.
Determine today to put some inventory back on the shelves.
Friday, May 1, 2009
Executive Coach Writes Book on Personal Effectiveness
I can see the headline in my minds eye. "Executive Coach Authors Book on Personal Effectiveness." It's quite something to receive your author's draft in the mail. I received mine on Wednesday. It makes you a little giddy.
I've got a lot of books in the mail before, but when it has your name as the author there is a special excitement. Maybe it's all the hours that were put into writing, rewriting and giving it birth.
I haven't set out to win the Pulitzer Prize. I determined to write a simple book that someone would use for at least a year, a book with action steps and a place to record your progress. Now when I thumb through it, I feel confident we've achieved that.
52 Solutions for Those Who Need a 25 Hour Day is about becoming more effective and productive. It's the kind of book that everyone in the organization should have on their desk. Leaders should issue a 52 Challenge to all their staff, including themselves to read, discuss and implement one of the 52 solutions each and every week for a year. I'm convinced doing so would revolutionize businesses and organizations.
The leaders and executives I've coached over the last many years have brought some pretty big things they were working on to the table ... major thorny problems, incredible opportunities, far reaching strategic planning, career limiting behaviors, you name it, I've coached them through it. But almost every leader I've coached has needed to review and work on the simple things again, the building blocks of effective work, things like:
When you intentionally work on yourself and lock in good behaviors that maximize the use of your time and effort, it pays dividends. You think more clearly, plan more effectively and execute with greater confidence. Better results inevitably follow. That's the benefit I picture this new book producing.
I'm going on about my book ...
Much like a proud parent.
It's time to finalize the copy and the cover. Amazon should list and carry it in about a month. Lulu will have it sooner. It's not long now ...
I've got a lot of books in the mail before, but when it has your name as the author there is a special excitement. Maybe it's all the hours that were put into writing, rewriting and giving it birth.
I haven't set out to win the Pulitzer Prize. I determined to write a simple book that someone would use for at least a year, a book with action steps and a place to record your progress. Now when I thumb through it, I feel confident we've achieved that.
52 Solutions for Those Who Need a 25 Hour Day is about becoming more effective and productive. It's the kind of book that everyone in the organization should have on their desk. Leaders should issue a 52 Challenge to all their staff, including themselves to read, discuss and implement one of the 52 solutions each and every week for a year. I'm convinced doing so would revolutionize businesses and organizations.
The leaders and executives I've coached over the last many years have brought some pretty big things they were working on to the table ... major thorny problems, incredible opportunities, far reaching strategic planning, career limiting behaviors, you name it, I've coached them through it. But almost every leader I've coached has needed to review and work on the simple things again, the building blocks of effective work, things like:
- Capture your thoughts
- Prepare
- Know the facts
- Let your purpose determine your schedule
- Reject busyness as a bragging point
- Change pace
- Break it down into parts
When you intentionally work on yourself and lock in good behaviors that maximize the use of your time and effort, it pays dividends. You think more clearly, plan more effectively and execute with greater confidence. Better results inevitably follow. That's the benefit I picture this new book producing.
I'm going on about my book ...
Much like a proud parent.
It's time to finalize the copy and the cover. Amazon should list and carry it in about a month. Lulu will have it sooner. It's not long now ...
Thursday, April 16, 2009
Education Executives - Teacher Burnout
If you are an executive, school board member or an administrator, this article from 2002 still provides valuable insight into teacher burnout and what broad steps you can take to create an environment where the potential for burnout is lessened.
"Understanding and Preventing Teacher Burnout" focuses on three levels of intervention.
In their own words, the authors note:
"Albee (2000), one of the pioneers of prevention research, points out that, "It is accepted public health doctrine that no disease or disorder has ever been treated out of existence". It is far better if the roots of teacher burnout are identified and eliminated before the syndrome develops, rather than treating it after it has already occurred. Across the various medical professions, a distinction has been made between three levels of prevention interventions:
Such preventative interventions may either be done at the organizational level, with changes in the school environment, or at the individual level, in which the goal is to strengthen teachers' resources for resisting stress."
Management in any organization would do well to take note of how the environment and the individual interact and developing strategies for reducing the incidence of burnout. I recommend reading the complete article.
"Understanding and Preventing Teacher Burnout" focuses on three levels of intervention.
- Reducing the incidence of new cases. Prevent burnout happening.
- Detect and respond to early symptoms before they get more serious.
- Provide assistance or treatment and prevent further relapse.
In their own words, the authors note:
"Albee (2000), one of the pioneers of prevention research, points out that, "It is accepted public health doctrine that no disease or disorder has ever been treated out of existence". It is far better if the roots of teacher burnout are identified and eliminated before the syndrome develops, rather than treating it after it has already occurred. Across the various medical professions, a distinction has been made between three levels of prevention interventions:
- Primary prevention, where the goal is to reduce the incidence of new cases of a disorder,
- secondary prevention, where the goal is early identification and treatment of symptoms before they turn into a full-blown disorder, and
- tertiary prevention, where persons who have recently suffered a disorder receive some type of intervention to prevent relapse (Conyne, 1991).
Such preventative interventions may either be done at the organizational level, with changes in the school environment, or at the individual level, in which the goal is to strengthen teachers' resources for resisting stress."
Management in any organization would do well to take note of how the environment and the individual interact and developing strategies for reducing the incidence of burnout. I recommend reading the complete article.
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