In the spirit of walking our talk we are taking a 5 day company holiday! July 3 -7
In 1370 AD, the first public clock tower was erected in Cologne, Germany, and from that day forward, the clock has been running our lives.
And I know that when I read stats like these, they make me crazy:
According to Arwen Curry, before Edison invented the light bulb, the average person slept eleven hours a night.
A Senate subcommittee in 1967 was told that by 1985, the average American would work only twenty-two hours a week for twenty-seven weeks a year. (Technology and Social Trends, Kerby Anderson)
By 2007, the average American worked nearly four more weeks per year than in 1979. (“Vast Majority of Wage Earners are Working Harder,” Lawrence Mishel)
There’s no a complete solution to our overly time-conscious lives, but scheduling a day to DO NOTHING productive is a great starting point.
Yes, you read that right. Schedule a day to DO NOTHING productive. No work. No grocery shopping. No checking “have-to’s” off your list.
Many societies throughout history have baked this practice into a weekly rhythm called the Sabbath. Many of you remember a time when stores were closed on Sundays.
After all, DOING NOTHING has several benefits:
Relaxation: Doing nothing allows you to recharge your batteries.
Creativity: Doing nothing allows your mind to wander and can lead to increased problem-solving skills.
Increased productivity: Doing nothing can increase your productivity in the long run. It allows you to return to tasks with renewed energy and focus.
Improved decision-making: Doing nothing allows you to reflect on your choices and consider different options.
Improved relationships: Doing nothing can also allow you to connect with others and strengthen your connections, which research shows is THE key to long-term success.
Source: Brian Rutherford, leadercast
“Your mind will answer most questions if you learn to relax and wait for the answer”. – William S. Burroughs
Did you know this about disc?
DiSC is an assessment that aids with effective communication
Level of activity
Top – tend to be fast-paced and are often described as assertive, dynamic, and bold.
They tend to exert effort to change their circumstances.
Bottom – tend to be more moderate paced and are often described as calm, methodical, and careful.
They are more inclined to adapt to existing circumstances.
Level of acceptance
Left – naturally more skeptical in nature and are often described as logic-focused, objective, and challenging.
They instinctively withhold trust from people and ideas until those outside elements can be thoroughly vetted.
Right – naturally more receptive in nature and are often described as people-focused, empathizing, and agreeable.
They are biased to see the people and ideas around them as favorable and are thus inclined to trust them.
Self-doubt: the mental troublemaker that surfaces throughout our career. Every time we think we understand it, it changes its form and strikes at the worst times. An estimated 70% of people experience feelings of self-doubt or inadequacy at some point, according to a review article in the International Journal of Behavioral Science. Commonly known as Imposter Syndrome, this phenomenon generally happens when starting a new job or a new role within a company.
According to a recent Harvard Business Review article on the subject, “Imposter syndrome is loosely defined as doubting your abilities. It disproportionately affects high-achieving people, who find it difficult to accept their accomplishments.” A person consumed by imposter syndrome feels like a fraud because deep down they fear their ruse will be discovered, and everyone will know that they are not right for the job.
If this sounds familiar, tell yourself to “Stop!” right now. There are many well-written pieces on the subject that describe the condition, the cause, and remedies. Today, we will address three strategies to help you manage this syndrome during the critical first 90 days on the job or in the new role.
Don’t view your fear as a detriment; instead, frame it as a sign that you care.
Fear can be both debilitating and motivating. When starting a new position, it is normal to feel anxious, worrying whether you’re well-suited for the role, capable of handling the responsibilities, or able to gel with your new colleagues. It is healthy to have these concerns, just know that your new colleagues are equally nervous. Change creates stress because there isn’t a roadmap.
When doubts strike, take it as a sign that you need to turn your fear into action. Keep a journal during your first few weeks on the job to jot down your fears. Getting your doubts on to paper allows you to acknowledge the feeling and get it out of your way. Note your imposter syndrome as you create your P.L.A.N.S. (Prepare, Listen, Activate, Needs Analysis and Strategy).
Recognize that you cannot control other people’s perceptions, only your response.
At some point in your career, you probably were told that perception is reality. Although there may be some truth in this, managing other people’s perceptions is overwhelming, especially when you’re new. Doing so distracts you from fulfilling your purpose and the reason you were hired. Instead, create a system that helps you stay aware and provides you with insights.
Your best bet is to ask questions and track who you frequently interact with. Keeping a log will help you identify patterns faster, specifically a person’s verbal and non-verbal signals. You can use a spreadsheet or an online note-taking application.
As you log others’ reactions, also note your own. You may not manage people’s perceptions, but you can work on how you react. By observing your own behavior right from the start, you’ll be able to identify patterns about yourself—good and bad.
After a year’s time, if there’s an opportunity to take part in a 360-degree review, do it! As humbling as an exercise like this can be, it can also help you highlight gaps in your own self-perceptions.
Don’t label yourself as an “imposter” for feeling unsure.
According to a Time magazine article, imposter syndrome strikes many personalities, particularly high achievers or those that view themselves as subject matter experts. For those individuals, the internal chatter can be particularly harsh.
This is another good reason to keep a journal. As you jot down your fears, record the negative statements too. Every day review these fears and statements. Think about what may be behind these thoughts and focus on changing the conversation in your head. For every negative thought, counter it with a positive one.
Track your daily wins, regardless how big or small they are. This enables you to end your day and week on a high note. Focusing on getting wins on the board and tracking them helps subdue feelings of anxiety.
Finally, accept that you are in a perpetual state of uncertainty right now. Regardless of your position, get comfortable being uncomfortable. Remind yourself that this period lasts as long as it lasts. If the anxiety and stress that comes with change leaves you feeling paralyzed, focus on the next step you can take. Whether it is starting a project or answering an email, focusing on the next step forces you to stay in the present moment. This state of mental focus has a calming effect and keeps you productive.
Often people end the day feeling that they have not completed their tasks satisfactorily because they have spent much of the time “putting out fires.” This is just one of mode of leadership that can cause inefficiency and chaos in a company. Sound familiar?
When fires are continually being put out, it is because there is no planning and no clear definition of the company’s goals and objectives. This means that everything often has to be improvised and that generates chaos. It also means employees are unable to focus on what is really important for the company. When it is the leader who acts as a firefighter, this can create even bigger problems for the team as a whole. Therefore, It is essential to solve this dangerous mode and put into place a clear definition of roles, responsibilities and priorities. It is an exercise of rigor and self-discipline.
How can you stop fostering a culture of firefighting?
Make time to map out a plan based on annual goals and objectives and allocate the company budget accordingly.
Communicate the plan to the team to ensure each team member is clear on where the company is going, thereby reducing the number of “fires” and generating motivation and a sense of belonging to the group.
Clearly define the responsibilities of each position and the associated performance measures.
Create simple protocols for all phases of the value chain so that each employee knows their main obligations, resulting in a significantly reduced need to act in a firefighter mode.
Make quarterly plans to set smart goals for each job in the short term so that each person reconfirms their priorities on a regular basis.
Educate people on proper time management, teaching them to place on their agendas the tasks that really add value to their roles and therefore to the company. This can help employees form positive habits, effectively use their time, avoid unproductive tasks and, above all, move past the interruptions and duplications that these fires generate.
By following the recommendations above, tasks will cease to be as urgent because they have previously been defined, planned and assigned. As a result, the emergencies that are symptomatic of firefighter mode are reduced, generating greater productivity and minimizing stress.
To perform their best, leaders must nurture their minds and bodies.
Twenty years ago, the sudden
emergence of ESPN’s daily poker broadcasting sparked global debate. How does
card playing merit coverage, given the absence of spherical objects and sweaty
high-fives? The emerging consensus that cards, chess, and spelling all qualify
made sense to me only when I returned to the dictionary. Merriam-Webster
defines an athlete as “a person who is trained or skilled in exercises… requiring
physical strength, agility, or stamina.” Like chess, leading change requires
stamina and takes a toll physically, mentally, and emotionally.
Leadership’s daily demands create a
high-stress work environment. In a December survey, 76% of workers
reported burnout. These challenges are especially
prominent among leaders, and even pre-date the pandemic: school principals, for
example, are nearly twice as likely
to experience stress symptoms
than the general population. Managing change daily on tight timelines requires
nonstop communication, often with overstretched team members and stakeholders.
The work requires the pace of a sprint for the duration of a marathon.
For both athletes and leaders,
sustaining performance throughout an intense season requires careful planning
and consistent execution. For their part, leaders need good mental acuity and
energy to support decision-making. Leaders benefit from a comprehensive plan
that parallels the holistic benefits of an athlete’s support system.
These 8 strategies create the
foundation for optimal leadership performance:
1. Be clear on your priorities.
Fulfilling a leadership role
requires clear vision not only for the organization but also for yourself. What
is most important in your life? What do you want to drive toward, and why? How
do these priorities compare with your role’s goals? Alignment between what your
personal mission and your daily professional experiences is essential for
fulfillment and for preventing or mitigating burnout.
2. Fuel your mind and body.
What you eat directly impacts the
quality of your thinking. Intentionality here is especially important, as high
stress levels can lead to cortisol hormone spikes, which increase appetite and
emotional eating behaviors. As a school leader, I often skipped meals due to a
busy schedule and forgot to drink water; on other days, I chose to eat
something on the go. Processed foods are low in nutrient density; consuming
foods dense with nutrients — such as seafood, eggs, nuts, seeds, fruits, and
vegetables — and sufficient water is essential for brain activity. Slowing
down lets your body absorb the nutrients in your food. If you make time to sit,
connect with other humans in a relaxed environment, and chew your food fully,
your brain serves you better.
3. Exercise sustainably.
Athletes must move their bodies to
promote recovery and strong performance. Leaders typically fall short in one of
two ways. Many don’t move enough; twenty minutes of light exercise can trigger
the release of serotonin, which makes you feel more focused, emotionally
stable, happier, and calmer. The movement need not be extreme: walking helps you
think, improves your mood, and helps you
sleep better.
If you have developed an exercise
habit, evaluate whether it is supporting your goals. When an intense fitness
class leaves you nauseous, exhausted, or injured, how does that help you? High
intensity work, in fact, can promote brain fog. Is that actually what you want to do before your strategic
planning session? The ideal is somewhere in the middle. A balance of
resistance training and aerobic work appropriate for your capacity and skills
will best support you. Strength training has been found to improve sleep and
cognition and to alleviate anxiety and
depression.
4. Sleep.
For all humans, sleep is one of the
most important things you can do, yet most Americans don’t get enough. Being
underslept correlates with poorer decision-making and health. The really hard part is that, when you’re sleep
deprived, your brain does not realize how sleep deprived it is. Take steps to
ensure you are getting the sleep you need. Wind-down routines leading to a
dark, cool bedroom help you bring your best self the next day.
5. Balance work and rest.
It’s important to think about
balancing work with rest and recovery, both in the short and long term: day,
week, month, year. Most people enter unsustainable professional stretches,
whether driven by a new project, understaffing, or significant disruption to
work conditions. The rate of work at these times must be balanced by rest in
order to avoid burnout. Periodic pushes may be unavoidable, but they must be
balanced with rest and recovery. Don’t throw yourself out as the starting pitcher
every day all year. Build a full bullpen by empowering your team around you.
There’s a reason why leagues track player minutes and throw counts precisely.
You have to periodize to avoid overuse and burnout. Conventional schedules
allocate time for you to rest: use your nights, weekends, and vacations to
unplug and recover.
6. Regulate your emotions.
Athletes are able to regulate their
emotions to bring out their best performance. Emotional stability brings out
the best performance in you and your team. Practicing mindfulness, noticing
your emotions in the moment, breathing, and building awareness of specific
emotions all support your ability to lead. After practicing these strategies
for your own emotional health, consider creating pathways to support your team
in doing the same. Cultivating a space in which people feel safe to continually
improve starts with you.
7. Learn.
Elite athletes stay on top only by
getting better each day. Modern teams have improved in recent years by drawing
upon new sources of information, such as video and data analytics. Leaders,
too, must intentionally seek out ways to learn. Dedicate time to reflect daily
on what went well and what didn’t. Actively solicit feedback from your coach
and your colleagues, and show your team how you have incorporated their
opinions. Creating a culture in which your team learns starts with you.
8. Build habits and routines.
40% of our behaviors are habitual. Busy schedules do not allow for daily
conscious choices in prioritization, rest, nutrition, movement, learning, and
emotional regulation. Building consistent routines in each of these domains is
essential to bringing your best each day. In the long run, consistency
outperforms short, intensive bursts.
We receive and internalize complex messages about our bodies and our work. Optimizing for leadership performance requires aligning professional and personal visions with habits. As with professional sports, leading change requires discipline around the clock to maximize your results.
What do Albert Einstein, John F. Kennedy, Winston Churchill, Arianna Huffington, Bill Gates and Jeff Bezos have in common? Beyond being some of the most well-known country and business leaders, they share the belief that adequate rest and sleep is vital to being able to lead and perform their best.
Sleep positively impacts our human capacities that are most important for leadership effectiveness:
creative problem-solving,
interpersonal savvy,
sound decision-making,
self-awareness, making connections and inferences
and higher energy and lower stress
Bottom line…well-rested leaders have better cognitive functions. Who wouldn’t want to work with a leader like that?
Unfortunately, 42% of leaders get fewer than 6 hours of shut-eye a night versus the recommended minimum of 7-8 for optimal repair and performance according to a study by the Center for Creative Leadership.
Organizations need leaders with the skills and capacities to engage others, steer through challenges and manage change and complexity—which is why they provide development opportunities, training, and career experiences. But for leaders to be high performers, on top of their game, and functioning at their very best—consistently—they need sleep, too. Click here for ways to improve your sleep from wellness expert, Andrea Cassell.
Need a mask? We can help! We teamed up with our local church to supply masks to assisted living homes and elderly care facilities. To date, this team has supplied over 2500 masks to those in need. We also care about you and your family, so if you need masks, please let us know – We are happy to help. We are in this together! Email us at aha@ahaleadership.com
We believe that everyone has the potential to become a great leader. Developing leadership skills is hard work, and sometimes you’ll find yourself working with a leader whose skills are a work in progress. If you find yourself in a situation, here are three tips of how you can make your job more bearable:
Own it. Focus on what you can control. What can you do to make the project, meeting or job better? If you get stuck dwelling on the problem, you risk feeding it.
Focus on results. Concentrate on what you need to accomplish by thinking about how your role supports the organization’s success. It’s hard to go wrong when you’re delivering high quality results that align with the organization’s needs.
Ask for feedback. Engaging in a round of healthy feedback without getting defensive can build a bridge to a healthier relationship.
While there are many factors outside of your control, you can own your part in forging a positive relationship with your leader.
“Our lives are not determined by what happens to us but how we react to what happens.”
– Wade Boggs
