Downtime

A favorite spot on the north island. Tauranga, New Zealand

Balance? What Balance?

If you read much about being an effective leader you will undoubtably run across the siren's call to have balance in your work-life.  Many have ballyhooed the need for, and the benefits of, regular downtime . . . yes, regular, scheduled, time away from the frenetic activities of your business or career.

I must admit this goes against everything I have been conditioned to do.  You see I come from Northern European stock, I live in the agricultural midwest, from a small town, from parents who grew up on a farm and lived through the depression.  I was taught, although not explicitly, that you "work first then play."  I also learned to always ask myself the question, "Am I working hard enough?" The catch, of course, in this doctrine being that their is always more work that could be (should be?) done. In addition, I am an "overly-socialized" eldest son. I am inclined to, and in fact often relish, the practice of doing too much not doing too little.

I subject you to all this personal self-assessment to help you appreciate the impact of this next bit of news . . . . I am writing this while enjoying the sea-side pleasure of the Bay of Plenty in lovely, Tauranga, New Zealand.  Why is this relevant?  Well, first of all, I can tell you I haven't entirely escaped my conditioning. I am working.  Partially. Partially working that is. Oh, about half the time more or less. I'm here to teach--which I dutifully do each week. But, I am also here to be free from the demands of my average life and work.

I have noticed, maybe you can relate, that since I started this mini-sojourn into balance that many of the niggling "ailments" that are with me daily at home simply "did not make the trip" . . . those small physical maladies, anxious thoughts and worries, the daily irritations of pressing matters that are not getting resolved to my satisfaction or timetable.  It's a nice reminder, once again, that we need rest. Emotionally and physically.

Yes, soon I'll be back home and the toils of life will be resumed. Soon I may have some of those niggling ailments to battle. Still, I have a sneaking suspicion that if I was "forever on holiday" I would somehow, step by step, turn it into the same "daily grind" from which I am currently sensing such relief.

But . . .

But for now, I have the pleasure of a walk on the beach, a nice supper, and good companionship to look forward to.   Tomorrow, it may be a trip to Hobbiton. Or a visit to Wairere Falls.  I can feel my creativity, my curiosity, my joy of life--all the "pleasant humors of my soul" stretching out, loosened from their bounds, and leaping into the vast blue sky.

So, yes, count me in . . . I guess downtime is a good thing.

Bryan

Available eBooks:

Private Practice through Contracting: Decreasing dependence on insurance.

Engaging Your Team: A framework for managing difficult people.

Family Legacy: Protecting family in family business.

When a leader needs help . . .

Leaders have problems. Others in the organization have to figure out how to help them. It can be difficult. Do they need more training? Perhaps a referral to the Employee Assistance Program (EAP)? Is this simply a disciplinary issue? Or perhaps a complex personality trait? Maybe it's none of the above, it is simply a business problem.

It is not uncommon for leaders to wrestle with "what to do" when one of their managers or senior leaders is struggling. Below is a decision chart designed to help clarify your thinking and give you a direction to pursue. (You can download the file off our resources page.) I hope you find it helpful.

Please note: Every situation is unique and the chart is meant only to help you with your thought process. It should not be used as a final determinant as each individual person deserves a fair and thoughtful consideration of their unique situation.

Available eBooks:

Private Practice through Contracting: Decreasing dependence on insurance.

Engaging Your Team: A framework for managing difficult people.

Family Legacy: Protecting family in family business.

You can't teach an old dog new tricks . . . meh!

"I think I've figured it out . . . "

"You can't teach an old dog new tricks." It's one of those sayings I've heard all my life and one I refuse to accept.  Okay, grudgingly I will admit (only from observation of others of course!) that there may be some advantages to learning when you are a youth . . . but learning is not all about increasing your "fund of knowledge" (besides, who needs to know anything with Google around?) or developing a new skill set (I've learned a lot about wiring but I don't want to, nor will I ever have need of, becoming an electrician).

So, if "old dogs" don't need the knowledge or skills of new learning (except of course when they need to use the smart phone) then why pursue it at all? Well, it is my contention that those of us approaching the second half of our lives should pursue learning simply because . . . it changes you and how you will observe data all around you.

Those who study such things will tell you that knowledge and skill retention is directly related to the length of time and saturation one has with a certain knowledge area or skill.  Thus something you learned and practiced since youth (let's say for five decades) is not likely to be lost easily while a relatively "new" skill or knowledge with limited exposure can lead to quick reversal in the learning and potential utter loss.  Okay, but even this view, I think, still focuses on learning as acquiring a fund of knowledge or skill building.

I believe one of the greatest reasons to continue to challenge yourself with new learning then is that it changes what you will observe.  It may not measure on a test of content or turn into a new expertise but it will change you.

Have you ever had an experience like this? Several years ago my daughter decided she wanted to have a horse. At the time I thought horses in my part of the country were a rarity . . . a relic of the past or the domain of a few breeders, maybe a few rogue left-over "cowboys" and some wealthy owners with show horses.  Then we got horses and began to trailer them to various events.  Suddenly, it seemed, I was seeing horses everywhere! I could not believe how many horses (and trailers) I drove past daily that I had never noticed before.  (The same thing happened when I started keeping bees.)

Thus one of the things I have learned in recent years is to read music (at the advanced old age of 48).  I also continue to take guitar lessons to this day. Why? Because it changes what I observe and it changes me.  Flamingo-style and classical guitar music was something I could appreciate as a skill but did not enjoy as it sounded all the same to my ear.  Now, after working hard to become a trained classical guitar player it is something richer and more enjoyable than I ever dreamed it could be.

So faithful reader, whether you are a young pup or an old dog, go out and learn . . . to change!

Available eBooks:

Private Practice through Contracting: Decreasing dependence on insurance.

Engaging Your Team: A framework for managing difficult people.

Family Legacy: Protecting family in family business.

When you mess up my order . . . .

I have a son whose nickname is "Mac." I found this in New Zealand.

When you mess up my order . . . and you will . . . here is what I expect.

This rant starts with a meal I recently ordered in an airport --fast food for myself and my son. Our order was not difficult.  Two hamburgers. One with ketchup and pickles for my son.  One with ketchup, mustard, lettuce and onions for me.  What we got instead was one hamburger with ketchup and mustard, no pickles, and one cheeseburger with tomatoes, ketchup, mustard, lettuce, and mayo. Not the worst "muck up" I've ever experienced but still decidedly wrong . . . and far too common. If you, like I do, engage in patronizing these places, then I ask you, "Have you noticed the slippage in the ability of employees to get orders right?"  It seems to have changed remarkably in the past couple of decades.  (Are we having more receptive language issues? Is this a case of English as a second language? Or, am I just becoming a grumpy old man?) But what surprises me even more is the response . . . or more correctly, the lack of response, to being informed that they have messed up your order!

Not long ago I was eating at a fast food place that really does seem to take customer service seriously. But, as we all know, everybody makes mistakes and they got something wrong in my order. What surprised me, and then surprised me that I was surprised, was that when I informed them of the error the person actually seemed to feel a sense of shame or guilt (unintended on my part), made me feel like she really was sorry and cared that it wasn't correct, then brought me something extra for my trouble.  I realized how different this was from my typical experience.

What is the typical experience?  Maybe a shrug. Taking the bag and dropping it into the trash. Informing the cook, flatly or sarcastically of the mistake, and then . . . silence.  Maybe a muttered "sorry" when the correct food comes but it certainly does NOT feel like the apology is heartfelt or that errors are considered "bad" and intent is to make them infrequent for that matter. The predominant feeling I think is one of indifference . . . if not out right irritation (at me, the coworker, their life?). Maybe its a new business model . . . waste is a cost of doing business . . . but I doubt most owners or upper managers look at it that way.

What do you expect when someone messes up?

In order to be clear about what I expect let me, first, tell you what I do not expect in my service providers. After that I will list what I do expect and then after presenting these bullet lists I will finish with what I think is the perfect story to illustrate the point I have been trying to make.

Here are things I don't expect:

• You to really care (acting like it is good enough)
• To perform without errors
• Heart-felt shame or guilt
• Defending your misunderstanding, communication, processes, etc.
• Something free for my "inconvenience" (I mean really how inconvenient is it to wait two minutes to get the food ordered to your perfect expectations. If you still think this is a big deal . . . do some research on the third world as a reality check.)
• Any preferential treatment in the future

Here's what I do expect:

• Look me in the eyes and apologize first
• Take the time to understand what was incorrect so there is not a "third time" to get it right
• Do not be sarcastic, demeaning, or critical of your coworkers even if it was their mistake (you see if you are nice to me as a customer and mean to a co-worker I no longer trust that you really care about me . . . you are just putting up a front to get my business)
• Let me go sit down and bring me the correct replacement
• Apologize again when you bring the correct item, thank me for my patience (I try to always be patient), and ask if there is anything else you can do

Hey, well, there are the lists.  Now for the disappointment . . . or so I image it will be a disappointment.  There is no story.  You see, I messed up.  Although in my case it was intentional. I want to illustrate the idea of failing to meet expectations. Yes, the promise of the story was simply a writer's trick. The truth is there is, and never was, a story. I do feel bad about playing this little trick on you, my readers, and I promise not to do it again. Notice how your expectations play a role in how you react to my little ruse . . . and how I should respond.

As always, I would love to hear any comments you have or any suggestions for topics you would like me to address.  Once again, sorry about the lame ending.

Thanks for reading and especially for those who take the time to respond!

Available eBooks:

Private Practice through Contracting: Decreasing dependence on insurance.

Engaging Your Team: A framework for managing difficult people.

Family Legacy: Protecting family in family business.

What is an Organizational Behavioral Consultant?

Organizational Behavioral Consultant.  

Organizational Behavioral Consultant. It's a mouthful isn't it?  That’s the title one early consultee used as a label for what HSC does with organizations. What exactly does it mean?  Well, I'll give you my take.  

First, the focus on Organizations means understanding the human "system."  Our founder, Bryan Miller, was steeped in systems theory including taking courses on topics like “Cybernetics of Cybernetics”—a course on the “system of human systems”—whose underpinnings were all about systemic theory. Studying how complex systems of human work was critical to the founding of HSC.

So, when we talk about consulting with organizations, or being an Organizational Behavioral Consultant (OBC)—the consultant should have a focus on the organization as a wholistic richly cross-joined system.  He or she needs to understand the entire "animal" and how subsystems work within the larger needs of the organization.  They need to understand that each subsystem is interdependent upon the others and a change in one will effect the other subsystems.

Second, Behavioral means that the focus is on how the organizations actually "acts"--what it believes, says, and does. No grand theoretical models here!  Instead it is a practical, pragmatic, approach that focuses on real outcomes and solutions. Understanding human behavior can, of course, be acquired over time by any consultant. However, at HSC, our consultants have backgrounds in the helping professions and leadership. With high-level training, and experience, in understanding the complex behavior of groups and individuals, HSC provides a rigor and depth of analysis and direction not found in typical consulting processes.

Third, consultant.  At HSC, this means a collaborative partnership.  Working with the talented, smart, experienced leadership in a way that allows our "outside" perspective and experiences with the methods, processes, and tools of consulting to help influence and guide the steps to creating the most effective and successful system. Our approach is to build upon the strengths of the organization and it’s leadership. Challenging each to rise to its best performance and breaking down barriers to that goal.

These traits . . . system-focused, behavioral, collaborative . . . enable us to use our tools (employee interviews, focus group, action planning, coaching) to quickly identify and target issues holding back the organization and free it to move forward in a less stressed and sustainable manner.

Well, that's it.  Organizational. Behavioral. Consultant. This defines HSC and the work we do to help leaders and organizations support and connect the power of their human resources.

Available eBooks:

Private Practice through Contracting: Decreasing dependence on insurance.

Engaging Your Team: A framework for managing difficult people.

Family Legacy: Protecting family in family business.

Engagement Infographic

Want to get a quick picture of engagement?  Check out our newest infographic!

Available eBooks:

Private Practice through Contracting: Decreasing dependence on insurance.

Engaging Your Team: A framework for managing difficult people.

Family Legacy: Protecting family in family business.

Regaining the joy of your career

Photo by Devin Avery on Unsplash

In an earlier post (on professional burnout) I told about some of the lessons I am learning about why experienced and successful professionals get burned out. Today, I’m going to share with you some of the solutions. 

Regaining the joy of your career:

• Only do what no one else can do. (Many professionals can teach basic parenting skills but few can talk from their own experience what it is like to stay married for 35 years.)

• Rank order your responsibilities. (Your family's needs before additional networking contacts.)

• Consider a leave of absence . . . with a plan. (Sometimes a break will reinvigorate and help you redirect your energy in the right places.)

• Avoid unnecessary exposure to traumatic material. (You get enough of that in your work as a professional . . . it should not be your hobby as well!)

• Set your own goals and stubbornly maintain them. (After all, if you don't who will?)

• Formalize and prioritize your self-care. ("All work and no play makes Jack a dull boy" they used to say. It's true.)

• Consider what it really means to you to be "at work."

• Use an advisory team to find new ways of providing your services. (Too many professionals go it on their own. They don't value or utilize a professional coach or mentor. This can be a path to burnout.)

• Do “a little . . . well” or “a lot . . . well enough.” (Don’t be perfect. Don’t be the best . . . right now. Unless you limit your focus to one thing. Some can do this and be very successful. Some can't and some shouldn't . . . know who you are and what works for you.)

• Ease back into your career one step at a time. (If you are "toasty" and can't stand what you are doing . . . try to get a break. But once it is over don't just jump back in! Prioritize and transform what and how you are as a professional.)

• Consider changing careers. (In the final analysis or some it is just time to make a permanent change. Better that than decades of dread, inefficiency, boardroom, and failure.)

All the best!

Bryan

P.S.  One way I have avoided burnout is through contracting and consulting.  If you haven't already downloaded our free eBook, Private Practice through Contracting, feel free to check it out.

Available eBooks:

Private Practice through Contracting: Decreasing dependence on insurance.

Engaging Your Team: A framework for managing difficult people.

Family Legacy: Protecting family in family business.

Question for do-gooders, part 3

So when do you give away services?

Remember (in previous posts) we asked the question about what my welder should do about fixing my Father-in-law's twenty year old trailer. It is showing signs of deterioration and needs refurbishing. Should he charge full-price, half-price, or not at all.

On the business side, I made the argument that he should charge me the full-price.  Some of you, no . . . most of you seemed to think it should be a half-price job. I know it makes some of you do-good-ers uncomfortable to think that my welder is "due" the full price.  But, the need for the refurbishing, in my mind, is not a matter of negligence or quality on the welder's part.  Yes, maybe his work would be better now . . . but that is what comes with experience. So I stand by my full-price expectation.

 So once again, when do you give away services? 

But everything is not a simple business decision.  Plus sometimes business decisions are not about what is the financial short-term "best" for the health of the business. So, in fact, there may be many reasons why the welder might charge less.  But an over-socialized sense of guilt or fear of conflict should not be the reason.

What would be good reasons? I think there are a number of them. I will loosely divide them into two groups: one, for humanitarian reasons and two, for business reasons.

Humanitarian:

1. First, it should go without saying that if someone really has a critical need and you can provide them what they need to make a qualitative difference then we do it out of a sense of what is right.  We give the hungry food to eat.

2. We also provide to others with critical needs when we can do so without putting others, to whom you owe our primary responsibility (children, employees) in harm's way. Helping out a neighbor with a crisis for example.

3. We give when a gift will help improve the life of others or the community. A social responsibility such as in a time of natural disaster.

4. We give when that gift is a recognition of the another's contributions to others. "I know you serve on the town's volunteer fire department so I am going to give you 20% off."

5. We give when we have abundance and we are thankful for the gift's we have received. This may be a kin to number 3 . . . we give because we have received gifts from others.

Business:

6. On a less humanitarian note, we give when we want to demonstrate our skills to a new referral source. So we may offer something free at first to ease the ability of a "trial" of our new service.

7. We give when a new service is developed and we are unsure of its value. Pilot testing new ideas often is done "at no cost" to the participants. The value the organization or business receives is the learning and development of the service or product.

8. We give them away when charging might put the business at risk.  At times there is a grey area (at least in health care) where charging a client may carry some risk to the business . . . a service may not be covered by insurance for example.  Often the service is provided pro bono rather than engaging in some activity that could cause a legal problem.

9. We give away services at times to help build our market or brand.  Want to develop new connections, highlight your business, or establish your company as a good "citizen" within your community? Giving away your time and services can help with all of these.

Well, I'm only at 9 items so I've probably missed something critical.  What are some other reasons to "give it away?"

Available eBooks:

Private Practice through Contracting: Decreasing dependence on insurance.

Engaging Your Team: A framework for managing difficult people.

Family Legacy: Protecting family in family business.