Tag: Work

The simplest way to establish connection

~ Sasha ~ 1 Comment

We fumble through so many workplace conversations, especially the meaty ones that make our blood pressure rise.

The easiest way to stay grounded and strengthen your connection with a colleague? Actively describe what is going on for you emotionally. This means getting above the feelings with enough perspective so you can describe them to another person.

“I’m happy you said that…”

“Thank you. I find what you’re saying really helpful.”

“Hearing this helps me see the situation in a new light…”

“It’s scary to be confronted with this, so I’m feeling that right now…”

“What you’re saying is really causing me to reflect, and I’d like some more time to do that.”

The volume of our own thoughts and feelings is often so high, we can easily assume that what we are thinking and feeling is obvious to everyone around us.

It isn’t until you describe it to them.

Daring to Care

~ Sasha ~ Leave a comment

One of our professional values at 60 Decibels is to “take the work personally.”

We define that as “We take pride in the work and deliver work that hits the highest standards. Anything we do reflects the best we can do.”

Because we’re a mission-driven organization, I think it’s easier for folks to take the work personally. Most of our team is here because the mission speaks to them. And, if we achieve our ambitions, the world will have changed: we will center the people who are the “beneficiaries” of social change work—whether done by nonprofits or companies, whether as customers, employees or suppliers—in the conversation about whether social change is happening. It’s rare to get the chance to be a part of something with this type of ambition.

But the idea of taking the work personally is bigger and more fundamental than any organization’s mission.

It’s a stance that we take.

A daily choice to care.

A daily choice to show up as a professional.

Which means deciding on living our own version of the U.S. Postal Services Creed, “Neither snow nor rain nor heat nor gloom of night stays these couriers from the swift completion of their appointed rounds.”  Lots of things we don’t control will go wrong. Nevertheless, we will do our jobs.

A daily choice to honor the accountability we have to our colleagues.

Because we respect them and want to see them succeed. We do our work in partnership, as part of a collective.  The work I do will either lift others up or pull them down. And this ripple effect plays out across our organizations, our clients, and the world.

Of course, this is all a lot easier to see when the people in charge remind us, when they connect the dots for us, when they help us draw a line between our role and organization’s mission and strategy.

But the connection exists either way, a direct line between:

Daring to give a damn.

The quality of what we produce.

How others feel when they interact with us.

And whether we are strengthening our culture and organization.

Every group is just a collection of its people, the stories they tell themselves and each other, and how they choose to act.

What choice will you make today?

Open Mondays, Open Fridays

~ Sasha ~ 3 Comments

18 months ago, I made a structural change to my calendar that I love: leaving Mondays and Fridays (nearly) free of meetings, so that each week has a No Meeting Monday and a No Meeting Friday.

These days are dedicated to ‘doing’ rather than to talking or reacting. What’s valuable is not simply the number of hours available, it’s the large blocks of time every week: enough time to create, and the requirement to face a blank page.

How to Make it Happen

Most of my meetings are external, so I’ve set up my Calendly to only show free time on Tuesdays, Wednesdays, and Thursdays. Beyond that, it’s up to me to stay disciplined when someone asks me if I can meet on Monday at noon. (“No!”)

(Though, in truth, a short meeting here or there doesn’t materially impact my flow, since I do need some breaks.)

The Flow of the Week

On Mondays, I’m setting up for the week and laying the foundation for things that I need to move forward. This allows me to maintain some control over my (and the company’s) direction of travel rather than constantly being in responsive/reactive mode.

Fridays are for closing everything that came up during the week, including ensuring I’ve properly followed up on the many (many) external conversations I had on Tuesday, Wednesday and Thursday.

In addition, to make things really hum I also:

  • Us the end of the day on Friday to make a short list of Monday morning priorities. This helps me ensure I don’t lose any threads from the previous week.
  • Find time on Sunday to clean out my Inbox / Slack from the weekend. This way I don’t lose my Monday morning to responding to inbound traffic (but this is a balancing act because it’s also important for me to keep my weekends free…).

The Great (and Hard) Parts

The obvious challenge of this schedule is the hyper-full Tuesdays, Wednesdays and Thursday that can feel overwhelming.

I have pretty good endurance but there’s a limit to how many productive hours of conversations I can have (my max is 5). And even 3 or 4 hours of meetings is too much without great notes. I use Notion, with clear next steps documented at the end of every meeting. Otherwise, by 3pm I’ve forgotten what I agreed to do in my 9am meeting.

The more important, and subtle, challenge is starting the week off with blank space.

If I’ve caught up on Friday (and, when needed, over the weekend), then Monday morning is all mine. Forcing myself, nearly every week, to face that down and decide for myself what’s most important for me to do, feels a lot like staring at a blank page and needing to write a blog post: humbling, often intimidating, even spilling over into a bit of soul-searching….

What is my job when I’m not frantically responding to the things that everyone else needs me to do for them?

It’s a good question that we all need to ask ourselves regularly.

And I’ve found that without this sort of structure in my days, I can go weeks, and even months, without asking myself this question.

The fact is, it’s a question we all need to answer for ourselves, regardless of how ‘senior’ we are in the organization.

We all have unique talents and a unique perspective. We all, therefore, need to have our own agenda: the work we do when it’s our time and not someone else’s.

To Be More Productive, Limit Your Time

~ Sasha ~ 1 Comment

There’s a lot of talk about shorter work weeks. This is a natural outgrowth of the acceleration of remote work over the last two years.

The thesis, as I understand it, has two parts:

  1. Most/all employees can get the same amount done in 32 hours that they can get done in 40 hours.
  2. Doing so leads to an overall increase in well-being for everyone

I have no idea what the long-term data are/will be on the first point, but my first reactions are:

  • I’m sure most people waste a ton of time at most jobs. This  means there’s a lot of slack built in. So it’s believable that some people can work 20% fewer hours and get the same amount done.
  • I am curious about whether this impact is temporary or permanent.
  • And, more fundamentally, I wonder what happens in people’s heads when they feel they only have 4 days in which to get 5 days’ worth of work done.

Does our time being (or feeling) constrained lead us to be more productive?

I think this is entirely possible. When our boss, at 10am, tells us we’re working until 10pm today, most of us will find space for a longer lunch and a few other distractions.

Conversely, I’ve found (particularly during the pandemic) that knowing that I have a set of end-of-day obligations at home (driving the kids somewhere, cooking dinner) keeps me hyper-focused on getting everything I need to get done in the (shortened) available time and I am more productive.

You might experiment with juicing your output by, counterintuitively, constraining your time. Create your own strict deadlines for projects—“I’ll get this done by 5pm” rather than “by tomorrow”—and see if it creates a positive cascading effect in the hours leading up to that deadline.

The fact is, we all have moments when our energy lags throughout the day. The question is: what do we do in those moments, how do we manage them?

Do we consciously take productive breaks (getting some fresh air, walking around a bit, getting a glass of water and sitting quietly without our phones)?

Or do we dither and get pulled into (online) things that can spiral and that sap our energy?

For most of us, in the last 60 minutes before a deadline, we’re hyper-focused and spending 0% of our time doomscrolling.

The trick is to harness a sustainable version of this feeling over the course of a day, so we have a sustained sense of focus and urgency and, as a result, are much more efficient.

And, lest we forget, whenever we hit our own early deadline, we have to remember Jerry Seinfeld’s advice to give ourselves a (figurative) cookie. The reward for 4, 5 or 6 hours of super-productive, focused work has to be…rewarding! And that probably isn’t jumping immediately to the next task.

The bonus is that, not only does this behavior make us more productive, efficient and happier, it’s also an opportunity to practice being accountable to ourselves (and not just to other people).

The muscle of self-accountability is a blog post for another day, but the short version is this: the better we get good a keeping the promises we make to ourselves (along with, not instead of, the promises we make to others) the more chance that we’ll use our newly-found free time for projects that really matter.

 

Two Extra Hours

~ Sasha ~ 2 Comments

When this pandemic is over, I will start commuting back in to work.

My commute is a 10-minute walk to the train, a 40 minute train ride, and another 10 minute walk to the office. That adds up to one hour each way, twice a day, five days a week.

The question is: where will I find that time?

Right now, my days feel full.  It doesn’t seem like there are extra minutes, let alone hours, waiting to be claimed.

And yet, two full hours a day, 10 hours a week, are apparently there for the taking, from one day to the next.

Which means that if I have something really important to accomplish, today, I apparently have 10 available hours per week that I could find if I really wanted to.

The point is: the barrier between what we are doing now and what we’d like to accomplish in the future is not a lack of available time.

The barrier is the myth of scarcity.

The barrier is our need to hang on to other seemingly essential tasks.

The barrier is our unwillingness to say that this thing is something I’m going to do, no matter what.

No fuss, no drama.

Like riding a train each day, just start doing that new thing, today.

Math Class

~ Sasha ~ Leave a comment

In most of my math classes growing up, you’d get partial credit for showing your work. This was a boon for me because I was sometimes prone to careless errors.

Giving credit for the work makes good sense in grade school math: the concepts matter more than getting the arithmetic 100% right.

Along these lines, working hard each and every day—what used to be face time in the office—can also be a way to show that you care, that you’re trying your best.

On the other hand, this can go too far.

As we get grooved into the habit of hard work, we start to measure ourselves in terms of hours spent rather than results achieved.

The hours, once a means to an end, become an end in and of themselves: look how hard I’m working (you say to yourself and others).

The problem is, this can become a negative spiral: we can slip into the bad habit of being less disciplined with how we spend our time, lose sight of the difference between urgent and important tasks, and (ironically, despite all the time we’re spending working) give short shrift to the best things we have to offer.

Letting your work stand there, to speak for itself, is an act of bravery.

Ease and Effort

~ Sasha ~ 1 Comment

I just completed my 30-day yoga commitment, and while the physical experience has been front and center, there’s a lot more going on that I’m trying to notice.

I’ve particularly appreciated what I’ve heard about ease and effort from Rolf Gates, a wonderful yoga instructor, substance abuse counselor, ex-Army Ranger, and author. I first met Rolf 20 years ago and he’s still one of my favorite teachers (bonus: he’s now giving excellent live online yoga and meditation classes).

In yoga, and in life, our intention is to be in flow, which Rolf describes as “maximum effort without an ounce of unnecessary effort.”

“Maximum effort, without an ounce of unnecessary effort” requires us to maintain focus, calm and discipline even while engaged in something strenuous. Which is to say: the thing we are doing might be strenuous, but that does not mean that we need to experience strain while doing that thing.

I encourage you to contemplate this profound idea while doing something physically challenging–a yoga pose, a sprint, lifting weights, even just holding your breath for 30 seconds–to see what you discover.

This is another way of describing the integration of ease and effort that is at the heart of yoga. Rolf does a lovely job explaining this in a class I took with him last week:

In life we tend to like the ease of life and we don’t really prefer the effort.

And what we’re taught in our practice is that we need both ease and effort to keep growing.

But we want to organize our life around what we like (and we want that) and what we don’t like (and we don’t want that).

We struggle in this battle, this inner battle: ease good, effort bad.

And what our practice is telling us is that the two things are really the one thing, that we don’t have growth without both.

Needless to say, this is not just about yoga. The yoga poses are simply a chance to explore this idea.

For example, every time I get into an elevator (ah, the good ol’ days) and hear someone say “only 2 more days until Friday,” I’m hearing “ease good, effort bad.”

Of course, work can be hard, and weekends can be wonderful. We need a healthy dose of both to have a balanced life.

But balance doesn’t come just from the right proportion of work and rest. It also comes in a more profound way from our experience of work and rest.

The mindset “ease good, effort bad” is not neutral, not at all. That mindset is not a reflection of our lived experience, it profoundly shapes our lived experience.

If there’s one thing most of us non-essential workers are living during this pandemic, it’s the blending together of “work time” and “free time.” For those of us with families at home, this blending is making it harder to be productive in a traditional sense. For those without families at home, creating boundaries around work can be especially difficult, since our office is just a few feet away. In both cases the division between work and rest has blurred.

This, then, is a golden opportunity to observe our mental model of the duality, “ease good, effort bad.” It is a golden opportunity to explore finding the ease within the effort, and the effort within the ease.

What we find there is at the heart of a much more sustainable long-term strategy for all of us.

Running for the Train

~ Sasha ~ 1 Comment

As everyone in my family knows, I have a persistent, daily, absurd issue with running for the train.

Each morning, to get to work, I walk a half mile from my house to the train station. At a relaxed pace, that walk takes 12 to 14. Walking briskly, you can do it in 10-12 minutes. Most mornings I do it in 8-9 minutes, and when things get bad, I sprint to the train in 6 minutes.

Mind you, this is all while fully dressed for work. And it’s not because I’ve overslept: I wake up at least 75 minutes before the train, and often I’ve been up for as much as two and a half hours (to exercise).

But here we are in January, and, like any period after a proper vacation, I find that on the first day back I  leave the house “early” and stroll casually to the train. While walking, I inevitably remark to myself how enjoyable this is, not just because I’m not huffing and puffing but also because I’m not starting my day with stress and rush.

Yet, most of the time, by Friday of that first week I’m back to rushing.

There’s a quality that all our days acquire when we get pulled back into the thick of things. For me, that quality is “rushed.” You will have, I suspect, a different default vice than I do.

Of course, it’s obvious that my vice isn’t serving me in a productive way.

Though, strictly speaking, that’s not true—since I engage in this behavior day in and day out, it has to be serving some need. This need seems to be the belief in the importance of the few extra things I do before dashing out of the house, or maybe there’s a bigger story I’m telling myself about how cramming activity into every last minute will sum up to a more productive day or week.

And yet, just imagine if they changed the schedule and moved the train five minutes earlier. I’d adjust, instantly.

While I continue to ponder my own foibles, here’s a question for you: what qualities do you let creep in to your days that don’t serve you—things that cause stress or worry or simply the theater of busyness? What trade-offs are you making that you could let go of? What things about how “busy” feels might be open to questioning? What mindset shift would make that sort of change easy and lasting?

What would be your equivalent of “if they changed the train schedule…”?

Here’s to a great start to your near year and new decade.

Stretch Assignments

~ Sasha ~ 1 Comment

I may be looking at Ye Olden Days through rose colored glasses…

…but I can’t help but notice a difference in attitudes about work today compared to when I had my first jobs 25 years ago.

Back then, my colleagues and I would talk actively about whether our responsibilities would ever extend beyond making copies, sending faxes, and answering the phone. There was enough clerical work and hierarchy that “entry level” was truly menial. When a superior asked us to do anything that involved thinking, we jumped at it. Non-clerical work was a perk, and when it came our way, it was our job to find time to make it happen: do all our menial work, and do this too. These projects were a chance to demonstrate that we could do something other than stand by the fax machine, and each mini-assignment served as a testing-ground of whether we should be given another useful thing to do.

While there are countless flaws in that old system, the mindset around how to approach “stretch assignments” stands the test of time.

A great stretch assignment is a chance to do something new, challenging, and exciting. By definition it’s beyond our current levels of mastery, so it requires additional time on our part to learn and to get it right.

Often, though, I’m hearing just the opposite (including from job applicants): I can only take on that new thing if there’s a 1-for-1 trade of getting rid of this existing thing.

I don’t think it works that way, at least not in environments that are moving fast and trying to grow: the organization only grows its reach, its scale, and its revenues profits and impact, if the things that make up that organization—software, systems, processes and people—can stretch and grow.

Whether it’s a one-off project or an expansion of our role, the best way to take on stretch assignments is, literally, to stretch: our mental capacity, our willingness to be uncomfortable, the number of hours we put in to make the “stretch” possible on top of everything else that’s on our plate. That means finding time around the edges, whether early in the morning, late in the evening or on a weekend, to get that job done. Hopefully the opportunity and learning are more than worth the trade.

(Better yet, in the process of adjusting to this fuller plate, we often discover a bunch of non-essential things that we were spending time on that don’t require nearly as much polishing).

The reality is, the path to leverage in our job requires us to constantly shift, adjusting to new opportunities and new sets of responsibilities.

Learning the skill of sprinting, and getting adept at shifting and stretching time, is the way that we discover what our maximum output really is. It’s also how we discover where it is that we really shine.

How many times?

~ Sasha ~ 1 Comment

I can’t help wondering: will there ever come a day when we skip all the hemming and hawing and just get on with our important, daily work?

Will we ever, finally, manage to completely ignore all our excellent excuses:

The setting isn’t right.

I have less time than I thought.

I didn’t sleep well last night.

A very important other problem is raging through my head, unresolved.

Something aches–my head, my heel, my heart–and there’s no way I can do my best work today.

The pain of noticing how bad this paragraph seems, of how loud the “stop!” in my head seems, of how far away I feel from “the zone, is real.

That familiar mantra, “this isn’t working this time, why bother?!” is running on repeat at top volume. I could just put this off until tomorrow, couldn’t I?

On and on and on and on.

How many times until this all fades away?

I couldn’t tell you.

I’ve not gotten there yet.

But I suspect that the noise never disappears, nor is it my job to un-see it.

Instead, over time and with enough practice, while that noise remains, it becomes something that IS while I continue to DO.

The real secret is this: the IS and the DO exist on different planes. That’s why they don’t need to fight it out, because they can coexist if we just put our heads down and get on with it.

Nothing needs to be vanquished for us to do important work today.