Working Smarter: Improve Your Time Management Skills

Time management is critical for all leaders as they impact and direct their team's overall strategy and operations. I've developed ten essential actions for effectively managing your ever-growing schedule:

1. Set clear priorities: Identify the most critical tasks and projects you need to deliver and have your teams focus on them first. This will help ensure that your people's most essential tasks are completed on time and that resources are allocated effectively.

2. Delegate effectively: It's crucial to trust and empower your team members to handle specific tasks and projects — this will free your time to focus on more high-level tasks and decision-making. It also grows your direct reports to step in when you are on vacation or indisposed.

3. Use technology to automate repetitive tasks: Many available tools can automate repetitive tasks and free up time. For example, scheduling software can help with scheduling meetings. In contrast, project management software can help track progress and delegate tasks.

4. Eliminate distractions: We all know email and social media can disrupt your focus and productivity — set aside specific times of the day to check your email and respond to messages.

5. Take breaks: Schedule regular intervals throughout the day to recharge and refocus — take a walk, meditate, or step away from work for a few minutes.

6. Learn to say no: This is a big one — it's crucial to say no to requests that do not align with your priorities or are not critical to the company's success. Saying no often will help you focus on the most vital tasks and projects. The most successful leaders say no all the time.

7. Create a schedule and stick to it: Outline your daily, weekly, and monthly tasks and priorities and stick to them as much as possible, and be flexible and adjust as needed. Ensure your assistant keeps you on task daily and away from those people, clients, and things that distract you.

8. Keep learning: You are responsible for leading the company and the industry; keep learning new skills, trends, and methodologies to stay relevant and make the right decisions. This is the one area most clients run afoul — they feel they've learned enough and don't need to learn anymore. That mistake can cost you your job.

9. Set a balance: Between work and personal life, ensure you are taking care of your physical and mental health, spend time with loved ones, and pursue hobbies and interests to maintain a work-life balance. You work to live, not live to work.

10. Seek help: As a leader, you must understand that you cannot do everything alone. Seek help from mentors, coaches, and other experts to help you navigate the challenges of leading a company.

Just pick one action and try it this week. Effective time management is critical for leaders to be successful and focused and to be a positive example for their team to emulate.

Case Study: Working Smarter

Background: Daniel is a manager at a medium-sized manufacturing company in Boston. He oversees a team of 15 employees and manages several projects simultaneously. Despite his best efforts, Daniel struggled to meet deadlines and felt overwhelmed by the constant demands on his time.

Problem: After a short  360° assessment  (including clients), we uncovered that Daniel's lack of time management skills was negatively impacting his productivity and team productivity. He was often late with strategic deliverables, and his team members were also frequently missing deadlines. This was causing frustration and dissatisfaction among employees and damaging relationships with clients.

Solution: We focused on improving Daniel's time management skills to address these issues. Through coaching , he began by setting clear goals and prioritizing his tasks. He also implemented a daily schedule and broke down large projects into smaller, manageable chunks. Additionally, we trained his team members in time management techniques - he encouraged them to set goals and prioritize their duties as well.

Results: By implementing these changes, Daniel significantly improved his productivity and that of his team. He was able to meet deadlines more consistently, and his team members could complete their tasks on time. As a result, employee morale improved, and client satisfaction increased by 22%.

Extreme Dependability: Do What You Say You're Going To Do

Being dependable and following through on your commitments is essential to building trust and credibility in your personal and professional life.

1. Set clear and realistic goals: Before committing, make sure that you understand what is expected of you and that the goals you set for yourself are straightforward and practical. This will help you to stay focused and motivated.

2. Prioritize your tasks: Make a list of what you need to do and prioritize them based on their importance and urgency. This will help you to manage your time more effectively and make sure that you stay on track.

3. Break down larger tasks into smaller ones: Break down larger tasks into smaller, more manageable chunks. This will make the job seem less daunting and help you to focus on one step at a time.

4. Use a calendar or planner: Use a calendar or planner to keep track of your commitments, deadlines, and progress. This will help you to stay organized and on top of your tasks. If you don’t use a calendar, you can’t track your commitments — it’s that simple.

5. Hold yourself accountable: Take responsibility for your actions and hold yourself responsible for following through on your commitments. This means not making excuses or blaming others for any failures or setbacks.

6. Communicate effectively: Communicate effectively with others to ensure they know what you are doing and when you plan to do it. This will help to manage expectations and build trust.

7. Be consistent: Consistency in your actions and follow through on your commitments regularly. This will help to build a reputation as someone who can be relied on.

8. Learn from your mistakes: Learn from your mistakes and use them as an opportunity to improve and become more dependable.

9. Don't over-commit: Be mindful of how many tasks and commitments you take on at a time. Avoid over-committing yourself; it can lead to stress and an inability to keep up with your promises.

10. Learn to say "No": Learn to say "no" when you know that you can't fulfill a commitment or meet a deadline. It's better to decline a task than to commit and not be able to deliver. This is one of the hardest things to do in business — successful people learn to say “no” nicely all the time.

By following these tips, you can develop the habit of doing what you say you're going to do and build trust and credibility with others. Remember that being dependable takes time and effort. Still, it is a valuable skill that will serve you well in all aspects of your life.

Case Study: Keeping Commitments

Introduction:

XYZ is a medium-sized company specializing in manufacturing and distributing industrial equipment. In recent years, the company has struggled with a lack of dependability among its employees. Many employees needed to follow through on their commitments, causing project delays and a lack of trust among team members. This case study will examine my strategies to improve dependability among XYZ’s employees and my impact on performance.

Background:

Employees' inability to follow through on their commitments was a widespread issue at XYZ. Many employees were habitually late for meetings, missed deadlines, and needed to complete tasks as promised. This caused delays in projects and a lack of trust among team members. We recognized that this was a significant problem and needed to be addressed.

Strategies Implemented:

1. Goal-Setting and Prioritization: One of the first strategies I implemented was encouraging managers to set clear and realistic goals for themselves. Managers held regular meetings with their teams to discuss goals and priorities and ensure everyone was on the same page.

2. Accountability: Another strategy implemented was to hold employees accountable for their actions. Managers were encouraged to address any dependability issues with their employees and to keep them responsible for following through on their commitments.

3. Communication: Effective communication was also identified as essential to keeping commitments. Managers were trained in effective communication techniques, and employees were encouraged to communicate clearly and openly with their colleagues and managers.

4. Employee Development: The company also invested in my employee development programs, such as time management and goal-setting webinars/workshops, to help employees improve their skills and become more dependable.

5. Recognition and Reward: Finally, the company introduced a recognition and reward program for employees who consistently met or exceeded their commitments. This helped to motivate employees to do their best and follow through on their promises.

Results:

The strategies implemented by our team significantly impacted the company's performance. The number of project delays decreased, and managers reported a marked improvement in trust among colleagues. Additionally, employee morale improved, and the company experienced a decrease in staff turnover. The company's bottom line was also enhanced due to increased employee efficiency and dependability.

Conclusion:

Keeping commitments is essential for the success of any organization. XYZ's management recognized the importance of dependability among its employees and implemented strategies to improve it. As a result, the company experienced a significant improvement in performance, employee morale, and trust among team members.

It's How You Make Them Feel.

Empathy is the ability to understand and share the feelings of others. It is essential for leaders because it helps them connect with and understand their team members’ perspectives.

Empathetic leaders are better able to build trust and strong relationships with their team, which can lead to increased motivation, productivity, and job satisfaction.

Here are a few ways that leaders can practice empathy:

1. Listen actively: Listen to your team members with an open mind and without interruption. Try to understand their perspective and give them your full attention when speaking. Look them in the eye and nod your head once in a while to show your approbation.

2. Show interest in their lives: Show interest in your team members’ lives outside work. This can help you to understand them better and build stronger relationships.

3. Validate their feelings: Validate your team members’ feelings and acknowledge their challenges. This will help them to feel heard and understood.

4. Don’t try to fix their feelings: You are there to listen and acknowledge — give them a platform to unload, ask questions to understand, avoid passing quick judgment, and suggest if they might have solutions. Don’t immediately jump to ‘fix.’

5. Equal participation in a group conversation: Keep your quiet team members from getting lost in the mix of your more vocal associates. Ensure you go around the room and get input from all attendees — even if you have lightly coax a response from a recalcitrant team member.

6. Put yourself in their shoes: Consider situations from your team members’ perspectives. This will help you to understand their motivations and decisions.

7. Lead by example: Show empathy in your actions and decisions. This will help to create a positive and empathetic culture within your team.

8. Encourage open communication: Encourage open and honest communication within your team. This will help to create a safe space where team members feel comfortable sharing their thoughts and feelings.

9. Practice random acts of kindness: This is important — better understand what your people value. It could be a small gift, a congratulatory call at home to thank them for their hard work, taking them out to lunch, or giving them an on-the-spot day off. Your people will remember how you made them feel.

10. Show empathy and understanding during difficult times: Show compassion and understanding during difficult times, such as dealing with stress or change; this will help to create a positive and supportive environment for the team.

Ultimately, it’s not what you do for them; it’s how you make them feel. Choose one action above and try it this week - you will be surprised how it will impact your team.

How To Handle Conflict At Work.

Conflict at work can take many forms - from personality clashes to disagreements about accomplishing a task. However, it is essential to remember that conflict is a normal part of any workplace and can even lead to positive changes and improved relationships. Here are some tips for handling conflict at work:

1. Remain calm and composed: It can be easy to get caught up in the heat of the moment, but it’s essential to remain calm and composed when dealing with conflict. These actions will help you think clearly and make better decisions.

2. Listen actively: One of the most important things you can do when dealing with conflict is to listen to the other person’s point of view. Genuinely hear what they are saying and try to understand where they are coming from.

3. Communicate clearly: Make sure you communicate your point of view clearly and effectively. Be specific about what you want and what you are willing to compromise on.

4. Focus on the issue, not the person: When dealing with conflict, it’s essential to focus on the problem rather than attacking the other person — keep the conversation productive and prevent it from becoming personal.

5. Look for common ground: Try to find common ground with the other person — build a sense of trust and make it easier to find a solution that works for everyone.

6. Seek a mediator: If the conflict escalates and you cannot resolve it, consider seeking a neutral third party to help mediate the situation. A manager, a human resources representative, or an outside mediator can help you solve your issue.

7. Be willing to compromise: A significant source of conflict is caused by differences in opinions or goals. Be ready to compromise and find a solution that works for everyone.

8. Learn from the experience: Once the conflict has been resolved, take the time to reflect on what happened and what you can learn from the experience. This will help you to avoid similar disputes in the future.

9. Stand your ground: Sometimes you are ‘in the right’, and a peer is leveraging this situation to gain political points. There are times for you to stay the course and push for what you believe in to protect your reputation or your team’s standing.

Remember, it’s crucial to approach conflicts with a positive attitude and a willingness to find a solution that works for everyone. By following these tips, you can handle conflicts at work effectively and improve your relationships with colleagues.

How To Deliver Constructive Criticism.

Delivering constructive criticism can be difficult, but it is an important part of helping others improve and grow. Here are nine tips on how to deliver constructive criticism effectively:

1. Be specific — Be clear and specific about what the person did or said that needs improvement, rather than making general or vague statements.

2. Be objective — Stick to the facts and avoid personal attacks or making judgments about the person's character.

3. Be timely — Deliver criticism immediately after the event while the situation remains fresh in everyone's minds.

4. Show empathy — Understand and acknowledge the person's feelings about the situation and be sensitive to how the criticism may affect them.

5. Offer solutions — Along with the criticism, offer specific suggestions for how the person can improve or resolve the issue.

6. Be Positive — Start with something positive, and with an attitude of help and support, it will help the other person to receive the feedback more positively.

7. Use "I" statements — Use "I" statements, such as, "I noticed that..." or, "I think that..." to take ownership of your perspective and avoid making accusations.

8. Choose the right moment — Be mindful of the other person's mood, work overload, and other factors that may affect how they receive the feedback.

9. Follow up — Follow up with the person to see if they are progressing and offer additional support or feedback if needed.

Remember, the goal of constructive criticism is to help the person improve, not to tear them down or make them feel bad. By delivering it respectfully and helpfully, you can help the person grow and improve their work or personal life.

Top 10 Ways To Get Your Boss To Trust & Value You.

This isn’t ‘kissing up’ or playing the corporate game — these are simple techniques you can try to earn your boss’s trust and show them that you are a valuable team member. Remember, if you’re not doing them, your teammates probably are.

1. Meet deadlines and deliver high-quality work.

   One of the most important ways to gain their trust is to consistently meet and produce work that meets or exceeds their expectations. Don’t kill yourself — push on those high-exposure activities important to upper management.

2. Communicate openly and honestly.

   Make sure to inform your boss about your work and any challenges you face. Be transparent about your progress and any issues that may arise. This is key — the better you communicate, the more they trust you.

3. Take the initiative and show your ambition.

   Demonstrate your willingness to take on new tasks and responsibilities, and be proactive in seeking opportunities to learn and grow. Volunteer in meetings to help out and regularly ask your boss for more work or if they need help.

4. Be reliable and dependable.

   Make sure to follow through on your commitments and be a team player that others can rely on. Do what you say you’re going to do — this is one of the fails of most employees — dropping the ball when your boss expects performance.

5. Seek feedback and be open to constructive criticism.

   Show that you are willing to learn and improve by asking for feedback and being open to constructive criticism. Regularly ask, “How am I doing?” — good bosses usually uncover your weak areas — listen, pay attention, and improve them.

6. Develop your skills and knowledge.

   Always improve your skills and expertise. This will make you more valuable to your team and demonstrate your dedication to your job and personal and professional growth. Read, listen to podcasts, attend events/conferences, take a class — don’t ever think your growth is finite. Learning brings new ideas, the latest techniques, and better ways of doing things that will get your boss’ attention.

7. Be a problem-solver.

   Show your boss that you can think critically and find solutions to challenges in your work. This can build trust and demonstrate your value to the team. Work is just a series of problems to be solved — fix the easy ones and go after the more challenging ones (they’re more interesting anyway).

8. Be respectful and professional.

   Treat your colleagues and boss respectfully, and maintain a professional demeanor at all times. This will help to create a positive work environment and show that you are a valuable team member. Treat them how you want to be treated — even if your boss is exasperated with work sometimes — they are human and usually under pressure from the top.

9. Be flexible and adaptable.

   Demonstrate your ability to adapt to change and take on new tasks and responsibilities as they come up. This will show your boss that you are a reliable and adaptable team member. This is one of the reasons why recalcitrant and stubborn employees are fired — be adaptable to your company’s changing landscape.

10. Show appreciation for your team and your boss.

    A little appreciation can go a long way in building trust and positive relationships with your boss and colleagues. Showing gratitude and appreciation for their hard work and contributions can create a positive work culture and strengthen team bonds. Remember their birthday, bring them holiday gifts that they might like, and once-in-awhile let them know how appreciative you are to be on their team.

ACTION STEP:

This week, try one missing from your current quiver of behaviors. Building trust and showing your boss value will take time and effort. Be patient and consistent in your actions, and always strive to be your best employee.

Make 2023 an INCREDIBLE New Year.

“What would you love to accomplish this year?”

Not like . . . LOVE. Something special that would impact your life, career, or business.

It can be small. It can be immense. But it's YOURS.

If you decide to go after it, your life will be so much better, easier, and more fulfilling.

I want you to sit down and write what you REALLY want to happen in 2023.

Pick one thing - no lists.

Focus on that answer - imagine what your life would be like if you attained it. How much better would it be?

How would you act? What could you do differently?

“What’s holding you back?”

You are. No one else. Stop blaming other people. Stop blaming other things.

You have no control over those things.

What do you have control over? YOU, and how you REACT to those people and things.

You can do it if you REALLY want it to happen.

You have to be BRAVE and have FAITH in yourself and your abilities.

What got you here is going to get you to the next level.

But it ain’t going to be easy.

All you need is DISCIPLINE.

Discipline is the most underrated skill/virtue that humans possess.

The ability to build conviction in something you believe will increase your life’s joy/health/success.

To show up every day, no matter how difficult, uncomfortable, painful, redundant, day after day, year after year, and come out on the other side is the ultimate testament to the human spirit.

The feeling of sheer jubilation that awaits on the other side is unmatched.

Trading short-term comfort for long-term happiness and success is the best feeling in the world.

Only YOU can make 2023 an incredible new year.

Start RIGHT NOW.

My Gift To You This Season . . .

I believe that staying abreast of new ideas, trends, and information is essential to a high-performing career and business.

My job is to help YOU cut through the noise and find resources that are worth consuming AND energize your spirit.

This is my gift to you. Enjoy!

Playbooks

Sharpen Your Leadership Skills - learn up-to-date leadership techniques to better manage your team, your peers, and your boss. (link)

Grow Your Small Business - implement these proven tips to explode your revenue and work smarter, not harder. (link)

Build Your Career Bug-Out Bag - be prepared to make a quick jump to a new position when unscrupulous bosses meddle with your career.(link)

The Ultimate Job Interview - learn how to answer the top ten interview questions sneaky interviewers use to trip you up (including 6 questions to ask the interviewer too!) (link)

Books

Useful Belief - Chris Helder - Useful Belief turns the 'be positive' industry upside down with a fresh and modern approach to achievement. A quick read to motivate the creative energies within you! (link)

The Second Mountain - David Brooks - How can you lead a meaningful life in our self-centered world? One of the most powerful books I've read in 10 years. Get it! (link)

Hook Point - Brendan Kane - How to stand out in a 3-second world - this book transformed my branding, my website, and how I market my practice! (link)

The Art of Living - Epictetus (interpreted by Sharon Lebell) - The classical manual on virtue, happiness, and effectiveness. Daily stoic wisdom - read one page each day! (link)

Podcasts

The Best Small Business Podcast​ - This should be #1 on your smartphone! Every Tuesday, BJ & I consistently deliver new insights, ideas, and solutions to your business and career problems. 275+ episodes and going strong! (link)

Lex Fridman Podcast - Conversations about science, technology, history, philosophy, and the nature of intelligence, conciousness, love, and power. Lex is the best interviewer out there! (link)

Tim Ferriss Show - bestselling author deconstructs world-class performers and digs deep to find the tools, tactics, and tricks that listeners can use. I've been listening for over 643 episodes! (link)

Dan Carlin's Hardcore History - an unconventional documentary - Dan dives DEEP into many past histories - WWII, Genghis Khan, etc. You will love how he takes the time and thought into each one! (link)

YouTubes

Rick Beato - If you love music, you need to follow Rick. (link)

The Why Files - Conspiracy fun, explained with facts. (link)

Peter Zeihan - THE analyst who knows what's happening. (link)

Coffeezilla - Where I get my news. (link)

I Went To A Funeral Yesterday.

I published this article back in 2012, but it still has meaning today, especially during this holiday season - Rich

When was the last time you had a powerful experience? Yesterday, my sister-in-law's mom passed away - I knew her as Ditty, she was 97, and she lived a full life. She was a wonderful lady, and I was lucky to know her.

Many things happened to me during the church service, especially at the grave site and at the restaurant get-together afterward.

The Service

We all go to funerals. They are things we have to do for family members and friends. We endure them and then move on. Not this funeral.

As a deacon at my own church, I was overwhelmed by the powerful homily and eulogy. First of all, I rarely get to experience a service in a Catholic church — it was very moving. Father Richard Futie (Ditty's cousin) guided everyone through a myriad of emotions — praise, remembrance, sorrow, humor, and most of all, love.

His role was the hardest of all — to help each of us handle our grief and help us move on in life. In my opinion, it's one of the hardest 'speaking' jobs anyone could ever tackle.

The Eulogy was given by a family friend and a fellow coach (which I surprisingly found out later!) — Danny Martin. He brought singing, stories, love, and remembrance to the part of the service. He made us remember that Ditty experienced all the events of the 20th and 21st centuries — from World War I to the iPad. It was wonderful.

In addition, Father Futie began the wake (the previous night before) by explaining what a wake really is and where the name 'wake' is derived. I originally thought it would be a 'yawner' — but Father Futie caught my attention, made me sit up, and relive this wonderful woman's life.

The Grave Site

I've gone through the death of both parents, and I can tell you the grave site is the hardest of all for everyone. It's the final goodbye. I held it together through the wake and funeral service, but when I had to say goodbye to each of my parents, I was a wreck.

Father Futie again made the entire service a deeply religious experience, yet he also ensured that it was short and focused. Everyone was moved, and it was a fitting experience to all place flowers on the casket.

The Get-Together

At the restaurant afterward, family and friends all ate great food and spoke lovingly about Ditty. Danny again regaled us with his entire song, and family and friends stood up to speak about how Ditty impacted each of their lives. We laughed, we sang, and we all healed one another.

When you run into unexpected experiences which change your life — grab and hold onto them tightly. They are experiences that change you for the better and make you stronger.

Why Management Hates A WFH/Hybrid Culture.

No time to read? Listen here. (5 min)

We’ve seen a rash of companies require their employees to come back to the office — gradually by moving up the requirement one day at a time or all at once by setting a deadline for return.

And they’re getting massive pushback. Why is management so focused on getting employees back into the office? Productivity is up, employees are happy they’ve eliminated their commute, and companies are getting more work hours normally spent in a car or train. Most employees understand they might have to come back into the office a few days a week. Still, they also treasure the flexibility of a WFH situation, especially on troublesome commuting days (MON/FRI).

I think management is afraid of people goofing off. Fortunately, I think it’s more of a perception problem than reality. Let me break it down using a bell curve:

Your Top Performers (20%):

• You get the maximum productivity and work product from this group.

• If they choose to work from home, you get the same or even more productivity from them.

• They’ve developed good communication and management practices with their staff.

Your Above-Average Performers (30%):

• Their work product and productivity are good-to-great (not a top performer).

• They also enjoy WFH benefits, which help them stay above average in their performance.

• You might get an outlier issue (missed deadline, disappearing from their home office), but it’s a rare occurrence.

Your Below-Average Performers (30%):

• Their work product and productivity are average to poor. They’re not terrible, just below average.

• You must keep a close eye on this group — they tend to deliver late, make mistakes and need focused guidance.

• They love WFH, but they run into trouble frequently and require regular check-ins with management during the day.

• Hopefully, a few will graduate as above-average performers, but most will stay in this group.
  

Your Problem Children (20%):

• This is the group you worry about. This group loves a WFH situation and uses it to buck the system.

• You have to spend an inordinate amount of time managing, directing, and supervising each problem child.

• A WFH situation only exacerbates the problem. They do shoddy work and disappear for long stretches.

Management groups everyone together and maintains that a WFH structure is unworkable. They are making a broad-brush analysis of the group as a whole.

This frequently happens when I teach leadership development — you can’t manage everyone the same way. Based on our model:

• You can reasonably infer that 50% of your staff will highly perform with a WFH/Hybrid work structure.

• The below-average performers (30%), do have a bit of trouble, but you’ll have to put accountability management behaviors in place, such as regular check-ins, reporting accomplishments when complete, and total adherence to communication platforms (zoom, email, cell, text).

• It’s the Problem Children that might spoil the basket - you have to employ different WFH rules based on behavior, reprimand, PIP, and/or fire them if they consistently cause infractions to your set guidance.

So why impact 100% of your productive force when a few bad apples cause many of your headaches and issues?

The Unintended Effects Of A Layoff.

No time to read? Listen here (6 min).

“US carmaker Ford Motor is to cut up to 8,000 jobs to reduce costs.”

“Siemens to lay off 2900 jobs, stating delivery delays and the rise in material costs.”

You’ve executed a significant layoff of employees. You announced it, HR and your staff executed it, and the targeted employees have left the building. Now what? Hopefully, everything gets back to normal ASAP.

Ahhh . . . no.

Corporate layoffs resemble a form of PTSD* — a mental health condition triggered by a terrifying event — either experiencing it or witnessing it. Symptoms may include flashbacks, nightmares, and severe anxiety, as well as uncontrollable thoughts about the event.

Most managers don’t realize the long-term effects of a major layoff. Leaders in many companies lay off workers based on missed Wall Street targets, tightening the belt to make the organization more attractive, preparing the company for a buyout/takeover, and strategic moves in a different direction.

The leaders only worry about the effect on the organization’s productivity and their own roles — the hundreds and thousands who are released suffer a greater impact on their lifestyle, family, cultural standing, and mindset.

I’ve coached for over 15 years, and I’ve worked with hundreds of clients who go through a form of PTSD. They’ve gone through a terrifying event — either experiencing it or witnessing it. They experience anxiety, loss of confidence, shutting down, as well as flashbacks about the event. To be honest, I’ve gone through it (I’ve encountered a few layoffs too.)

In addition, the people who are not released from the company also suffered a muted form of PTSD too. I call it corporate survivor’s guilt — they shut down; they’re afraid of making major decisions; they ‘quiet-quit,’ and frankly, are a combination of being terrified they’re next AND relieved that the axe missed their neck (this time).

It can last a few weeks to a few months. It’s where your people hunker down and just do the basic elements of their job - they don’t take chances, they don’t speak up at meetings or disagree, all because they are afraid there will be another set of layoffs (even if the leaders say ‘this is it!’, they still think there will be more culling).

Leadership says it understands the impact — but they don’t. Most C-level executives are immune to these effects because they have packages, contracts, and connections that will make any loss of employment so much easier than the average employee. Average employees are always caught off-guard by a layoff, and their lives are upended for 3-6 months and even longer.

Why am I writing on this topic? You need to take action:

For Leaders

Every business problem or missed target shouldn’t be followed by layoffs. Unfortunately, it’s been the American way for the past 40 years — bad news/missed targets = get rid of employees. Companies like Victorinox have NEVER had a layoff. To avoid this, they set aside profits during boom periods to supplement recessionary periods, as well as temporarily contracting employees to other companies as outsourced labor during recessions.

Honestly, if your organization misses its Wall Street targets and you contemplate a layoff — do it. Lay yourselves off first — the entire leadership team. Poor performance is because of YOUR inability to understand your market, and/or your competitors have outflanked you. It’s not your employees’ fault - they just do what you tell them to do. But unfortunately, they’re just cannon fodder to your balance sheet.

For employees

Act like a C-Level executive. You need to prepare right now to handle a future layoff — start networking, learning about other organizations, reaching out to recruiters, and building alerts on Indeed.com.

If you start to hear about impending layoffs — you can be one of the first to make your move, collect a severance package, AND start your new role. And most of all, download and read my free playbook here:

Build Your Career Bug-Out Bag Playbook

*In no way do I want to minimize the symptoms and effects of PTSD. I’m not a therapist. There are millions of people in the world who have severe PTSD, but after reading the definition and effects, I surmise that many workers who are fired or laid off from work suffer from a subtle form of PTSD.

Are You Stressed At Work?

No time to read? Listen here (5 min).

“I’m so stressed!”

We hear this a lot today - faster deadlines, impatient customers, and bosses who are never satisfied.

But are we stressed? Wikipedia describes occupational stress as a “chronic condition related to one's job. It can be managed by understanding the stressful conditions at work and taking steps to remediate those conditions.”

If you let stress perpetuate and take over your life, it begins to impact your emotional well-being, physical health, and job performance. Granted, there are times at work when things can become crazy — emergencies, mistakes, miscommunication — when we might encounter temporary stress, but that’s normal.

In business, there are three areas we can investigate to alleviate stress: Organization, Communication, and Delegation.

ORGANIZATION

Are you organized? Are you more of a reactive or proactive manager? Do you plan your day, your week/month/quarter? Is your desk, files, note-taking, email inbox, and projects neat and organized or messy and haphazard?

Many of my clients who encounter stress usually have bad organizational habits. They forget things and miss deadlines and meetings, and everyone sees it, which compounds the pressure they are feeling.

You might have many built-in bad organizational habits that contribute to your overall stress. Step back, reviewing, and changing your organizational behavior is one way to minimize stress.

This is a great resource to start doing just that.

COMMUNICATION

Have you built suitable communication structures around you? With upper management, your peers, and your team? Vendors and clients also play a part in the overall health of our communication.

A lot of workplace stress starts with your boss. Do you have regular status meetings with them? Do you give them a good overview of all your projects and responsibilities? Most people think their boss follows everything they do — they’re wrong. It’s critical to regularly keep them in the loop on all of your most important activities, or you will fall off their radar. Then what happens? They dump even more stuff on you. Read this.

You have to learn the art of saying ‘NO’ with peers. Too often, we get corralled into different projects, activities, committees, and meetings that take up our precious time and add to our stress levels. If this is a problem, read this.

Stop being a doormat and start communicating more effectively.

DELEGATION

Most people suck at delegation — they always fall back on these phrases (these are actual comments from clients):

“It’s easier if I just do it myself,” or “It won’t get done the way I want it,” or “It doesn’t look good if I delegate all of my work away.”

Insufficient delegation is a significant contributor to your stress level. You try to hoard and keep all the work on your desk while you have many open avenues to delegate. Read this.

If you regularly encounter high-stress levels in your life, seek help. But I would suggest trying one or more of these work-release-valves first.

Turn Your Managers Into Leaders — Teach Them To Coach.

No time to read? Listen here:

Ever played a sport in school? You had a coach — what were they like?

• They taught you how to be effective in that sport.

• They pushed you out of your comfort zone.

• They didn’t run the course, execute the play, or swing the club — they showed you how to do it better.

• Most of all, they listened when you failed and celebrated when you won.

And they were someone you remember fondly for making you who you are today.

Many managers today are task masters. They get projects from their boss and then delegate each one to their staff.

That’s how it’s supposed to run . . . WRONG.

Think back to my school coach analogy — did your coach tell you to ‘run out and go play football?’

NO — they were an integral part of your development at school — helping you grow your knowledge, motivation, and self-esteem.

Today, many organizations make the mistake of letting their managers do whatever they want without focusing on each associate — they make the process mechanical and impersonal.

That’s why your best people are leaving — why they want to work at home — and why you’re finding it hard to get good people.

They need instruction on how to coach — how to motivate each team member and find their fuel to increase their productivity and keep them happy and growth-oriented.

Coaching your team is based on four areas:

• Communication - frequent one-on-ones, listening skills, empathy (EQ)

• Education - developing goals, giving effective feedback, rewarding

• Motivation - team vision, evangelist, role model, attitude, and acknowledgment

• Delegation - accountability, giving authority, follow-up, and measurement

Ask yourself why there is churn at your organization - why the best people are leaving and why it’s virtually impossible to replace them.

You have managers, not coaches.

Do You Self-Sabotage Your Success?

No time to read? Listen here:

Many times in our lives, we all subtly undermine our success — when we unconsciously make bad choices, and our harmful behavior can impact nearly every part of our life.

This self-sabotage can stop us from achieving significant plans and goals in our careers and life.

Why Do We Self-Sabotage? (check the ones you use)

1. Fear - we’re afraid of the exposure or consequences. It’s usually not as bad as we think once we go out and do it.

2. Rejection - we think we will be ostracized or told a stern ‘NO.’ You will never know unless you try; most times, it never happens.

3. Trauma - past experiences come back to haunt us - every day. We usually make the trauma bigger than it was. Many career traumas can be overcome - they won’t happen twice.

4. Procrastination - is everyone’s favorite pastime. We put things off because we’re lazy, afraid to do it, or don’t have the time. We all do it - you’re going to have to complete it sometime.

5. Faulty thinking - many of these states fall into this area. Cognitive Dissonance plays a significant role in most people’s thinking.

6. Control - ‘I can’t control them, the project, etc. Yes, you can - you’ve let your emotions take over your logic. Some things are out of your control, stop trying to control them - go around them.

7. Anxiety - we’re nervous about the experience or outcome. This builds over time if you let it - when you encounter it, just do it.

8. Insecurities - guess what - we all have insecurities. Some people let them get the best of them, and others eliminate them.

9. Blaming - one of the big ones - we love to blame others and our circumstances. Stop blaming and start doing.

10. Imposter syndrome - another big one - we all suffer from IS (except for narcissists). The secret? We’re all faking it.

11. Low/No Self-Esteem - it’s hard to build up from here, but it’s not impossible. Take small, incremental steps to build your confidence.

How to Stop Self-Sabotaging Yourself: (try one)

• Make Small Changes - do one thing today that will take you out of your comfort zone. You’ll find that it’s not that hard. Tomorrow, do it again.

• Pinpoint Stressors - where are the real stressors? People, situations? Try to understand better the reason to minimize the stress.

• Engage in Positive Self-Talk - one of my favorites. We negative-talk ourselves all day long - today, target and say a few positive points.

• Know & Embrace Your Strengths - we know what we’re good at. Exercise those muscles and show people what you have to offer.

• Make Failure Comfortable - failure is a part of life and work. If you don’t fail, you’re not learning or growing. Fail often!

• Stop Procrastinating - Just do it - one of the most manageable symptoms to conquer. Block out time and force yourself to complete it.

• Stop Perfectionism - nothing is perfect; it’s another reason to procrastinate the completion of projects/activities. Done is so much better than perfect.

• Boost Your Self-Awareness - we walk around in a fog. Develop your 360° vision and be more observant of what’s happening around you.

Choose one of the solutions and try it today. Tomorrow, try another one. Next thing you know, your self-sabotage is a thing of the past.

What Is The Difference Between a Manager and a Leader?

No time to read, listen here:

I’m asked this question frequently during my workshops and one-on-one coaching.

It’s incredible how many people think they’re leaders, who are in fact functioning managers and how many managers who are actually leaders in disguise.

But the real question is, what’s the difference?

A manager . . .

• Gives direction, administers

• Has subordinates

• Holds authority

• Tells you what to do

• Has good ideas

• Reacts to change, eyes on the bottom line

• Tries to be a hero

• Exercises power

• Good soldier

A leader . . .

• Asks questions

• Has followers

• Is motivational

• Shows you how to do it

• Innovates with team

• Creates change, eyes on the horizon

• Makes heroes

• Develops team’s power

• Is their own person

Take a look at each list; what ones can you change today?

When I teach leadership, I focus on four areas — communication, motivation, delegation, and education (learn more here). These four areas are the foundation of any successful leader. But during my workshops and coaching, I also sneak in a quiet fifth area — confidence.

Confidence plays a significant role in transforming a manager into a leader — it transforms that person from just a soldier doing their duty into a leader venturing out on their own, with their team, to transform their organization.

You need the confidence to trust yourself AND your team to make that a reality.

Too often, most managers fear taking a chance, bucking the system, or making their superiors angry. One of the central tenets of my coaching you to advance in your career is to “Ask forgiveness, not permission.”

That is a leader’s formula for success.

You Need To Play Politics.

If you're employed in a large organization, an essential component of your annual review is how much your manager likes/needs you.

I don't mean this cynically or flippantly.

There are a lot of bureaucratic processes around annual reviews to make them seem "fair" and "objective.”

But they never have been, and they never will be. They’re based on set measures from ‘on-high’ (management/HR), how valuable you are (how hard would it be to replace you), and how much your manager likes you.

If you do amazing work worthy of the highest rating, whether or not you get it depends on how much your manager is willing to talk you up to their superiors.

And if you don't do amazing work, you can still get an excellent performance rating if your manager likes you.

It's significantly more straightforward to advocate for someone you like than for someone you're indifferent to.

So for those of you who don't like to play politics: too bad.

You can't opt out of politics. You can either play well or play badly.

Put some thought into where you stand, what people (your manager and his manager) think of you, and how you can get what you want, whether it's a promotion, quality of life, or whatever.

Next week, we’ll discuss politics and how to do it without sacrificing your principles.

The Best Leadership Secret I Know.

No time to read? Listen here:

I'm excited to tell you about my best leadership technique.

What is an easy motivator you can provide at work? Money? Promotion? What can you deliver that will exponentially grow the performance of a member of your team? A single phone call.

Call them at home. Yes - that's right - a single phone call. Acknowledgment by a superior has been shown to motivate better individuals than money, promotions, gifts, bonuses, etc. Why? Ultimately, we all crave exposure for what we do every day—the wins, the performance, the 'work' that we drive daily. When someone of authority recognizes our performance, we are energized for another 100,000 miles.

So - how do you do it, so it has the MAXIMUM effect? Call them at home. Preferably during the week - say at 8 PM. Ensure they are finished with dinner and sitting with their spouse and kids at home.

What do you say? "Susan, this is John — do you have a second? First off, no emergency here - so no worries." At this point, they will be nervous - they think something blew up or they are about to be fired. You need to calm them down immediately and get them in a 'level' mode of thinking.

"I was going through some of my notes and wanted you to know how important you are to my team. Not just an acting member - you are my right-hand person. I could not accomplish half of what our team delivers without you. I just wanted to let you know that your performance makes our entire team (and me) look good. And I wanted you to know that." Then shut up and let them absorb the acknowledgment and respond. This is important. Let them react - they might be gracious and push it off - and you need to reiterate and place it right back in their lap.

Once you're done (this call should last no longer than 5 minutes) - thank them again and hang up. What happens on their end? Immediately, their spouse asks who called - and then they get to relate what just happened to their spouse - further growing the goodwill you have just delivered. And it gets further cemented in their psyche as the night goes on. When they get in the following day, they are ready to rock.

And what has this cost you? Nothing. Just 5 minutes of your time. So try it — you'll find that it works wonders.

Our Lives Are Like A Movie.

I watched a great analysis of the movie Ex Machina on YouTube the other day, and the narrator spoke about how all character growth in a movie is based on three areas: weakness, need, and desire.

He was saying that all characters have a weakness — something that is holding the character back from achieving their need. Their need is what the character must fulfill within themselves to overcome their weakness by growing or changing. A character’s desire is what the character wants in the story.

If you take those three areas — weakness, need, and desire — you can almost map out any character in any movie.

I then thought about how I coach. My job as your coach is to:

• Define your desire - what you want in your career/life.

• Understand your need - what areas you need to overcome to grow and change to reach what you desire.

• Tackle your weaknesses - those thing(s) holding you back.

Weaknesses are the interference — those external and, more likely, internal obstacles that interfere with our growth and hold us back. Once we uncover and target each one with an action plan, hopefully, we can slowly eliminate them.

We then can serve up those areas you really need (your potential) to perform at a higher level.

Finally, once you are performing at a higher level — you move much faster and closer to your desired state.

What’s holding you back? What’s your desire?

BTW - Check out the YouTube video here - it’s quite good.

Not Enough Time At Work?

There are little fires everywhere in the office. And we get so busy putting out those fires we can spend a whole day — even a week — spinning around and around spraying from our fire extinguishers. In the end, it’s all about time management.

​There are hundreds of books, tools, and techniques to help you manage your time more effectively. But most of them don’t solve the problem. You have a huge task list (that’s growing every day) and no time to work on it.

WHY? Every item on your list isn’t prioritized — they all have the same urgency (now) and importance (they are all important). But we all know that’s not true.

There is one tool I use and recommend to all of my clients: The Eisenhower Matrix. Invented by Dwight D. Eisenhower, it’s been stolen, renamed, and made infinitely more complex by many self-help writers. Here it is in its simplest form:

Take your impossibly long task list (the one that gets longer every day) and plug each task into one of these four areas:

DO TODAY - High Urgency & High Importance

Description: Urgent and important tasks you’ll work on immediately (today).

Example: “Get approval for budget today.” You’ve probably procrastinated on it, and now you have to do it TODAY.

Action: Reduce time spent in this quadrant by doing more work in SCHEDULE.

SCHEDULE - Low Urgency & High Importance

Description: Important, but not urgent tasks that can be scheduled for later.

Example: “Build presentation for July meeting.” Involves future planning through strategic thinking. Requires initiative and intention.

Action: Spend more time in this area. Think in terms of weeks and months rather than NOW. If you have to push it a week, do it here.

DELEGATE - High Urgency & Low Importance

Description: Urgent, but not that important tasks that need to be completed quickly.

Example: “Run monthly sales report,” which can be handled more efficiently by Susan in Finance. Or someone on your team. Not you.

Action: Empower your team and peers by assigning tasks in this area. This enables your team to do independent decision-making and frees up your list. It also strengthens your delegation skills daily.

ELIMINATE - Low Urgency & Low Importance

Description: Not urgent or important tasks that should be eliminated.

Example: “Lunch with Steve,” which has been on your list for weeks.

Action: Eliminate tasks that do not align with the company’s mission and goals. Learn to say ‘NO’ or ’Not Now’ more often. Kill these immediately.

Every day, I fill out a new sheet (it takes 2-3 minutes) by transferring old items into new quadrants and adding new tasks. It’s not that hard.

​I’ve attached a PDF template I use every morning — start using it today!

Get The Best Out Of Your Team.

In today’s new world of work, many managers are struggling to find the best way to motivate, energize, and most of all KEEP their employees. And it’s getting harder every day.

Here are three insights to help you navigate this uncharted territory of hybrid work and get the best out of your team:

​Time Of Day

Find out what time of the day is most effective for each team member. Everyone has a 3-5 hour block where they just hum with ideas, energy, and focus - sometimes it’s first thing in the morning, mid-morning to early afternoon, etc.

I’ve found my best writing/planning/work time for me is from 5 AM to about 9 AM — so if I want to write an article or record a podcast, I do it then.

Find out the best time for each team member and make sure you have them firing on all cylinders during that time span.

​A great interview by Adam Grant with Satya Nadella mentions the Triple Peak - where 30% of people are not just becoming most work active in the morning and then the afternoon, but again, just before bedtime where they think of ideas and plan for the next day.

​Days Of The Week

Some people wind up on Monday and wind down on Friday — and TUE/WED/THU are their best workdays. Some other people might be just the opposite.

​Again, investigate what is best for each of your employees and take advantage of their ‘up-days’ — this is when they deliver their best work, make a great presentation, or sell to their best prospects. A great article in Entrepreneur touches upon this.

​Type Of Worker

There are many types of employees out there, but when you focus in on who they really are, there are only two types — The Climber and The Engine.

​The Climber is a team member who is always wanting more challenging work where they get bored with the same old stuff (SOS). They want to move up, get a promotion/raise and work on more complex and higher-exposure projects.

The negative — they get bored quickly if things aren’t moving fast or high enough — your job is to keep them focused and on target to deliver the goods.

​The Engine is a team member who just chugs along handling all of their set responsibilities professionally but shies away from another big project, more responsibility, or more exposure to areas they are not accustomed to. They don’t mind a bump in pay, but a bigger promotion with more responsibility is not their goal.

The negative — they do need subtle pushes to grow and expand their abilities — they might push back — but in the end, they will appreciate your guidance in helping them grow.

Both the Climber and Engine are critical parts of your team (and the many shades of both that might comprise your employees) — once you better understand what their end goals are, you can manage them more effectively.