This question is not a literal one. You see your people daily. Rather it is a figurative idea.
If you manage and lead any part of a business, you likely have a team surrounding you. Regardless of them being co-workers, direct reports, peers, or superiors, they are fellow human beings.
They come to work, do their jobs, and go home to whatever personal life they have chosen.
During the “time on the clock” though, there is a state of mind that drives all of the potential within your team.
I challenge my coaching clients to become sensitive to this state of mind within their employees and peers.
Maslow’s Way of Saying It
Likely you’ve heard of Maslow’s Hierarchy of Needs. The premise is loosely stated as there is a pyramid of human needs that progress from a very basic survival state all the way to enlightenment and self-actualization.
The stages are survival, security, belonging, importance, and self-actualization.
According to Maslow, we cannot operate at a higher level unless the lower levels are satisfied. Starting out with basic needs for food and shelter, you can not self-actualize if you are hungry and afraid.
We progress up the needs chain in the normal order of human existence.
Stephen R. Covey describes the hierarchy in more simple terms; live, love, learn, leave a legacy. Powerful.
Same Thing Happens at Work
I argue that this same principle applies to work. Each person comes to work operating somewhere within the same hierarchy of needs.
The shifts may not be too severe from day to day, but they do happen.
The person who has a big blow-up with their spouse right before leaving for work will approach the day in a different mindset than someone who left home with a warm hug and kisses.
Recently I shared this graphic across all of my social media platforms. I didn’t share any commentary, just the infographic.
The reaction was widespread, near viral. So I thought we should explore it in more detail.
A person’s position on the hierarchy dictates their ability to engage at work. Plain and simple. As you move up or down the grid, you are either more or less likely to have the willingness to contribute any discretionary effort.
The lower you sit on the scale, the less likely is your voluntary contribution and connection at work. Conversely, the higher up the scale, the more likely you will be to engage and contribute “above and beyond.”
Question: Think about your own path at work. Are there days when you feel less engaged than others?
The following is shared by permission from a dear friend, fellow coach, and down-right classy human being, David Norris.
I hope you find this to be of value to you today. David writes:
I recently posted this quote on several social media platforms and received a number of requests to translate and explain further.
Consciously or unconsciously, we are all driven to grow. We see a future that we want to live in, and we are either able to intentionally get there, or we cannot.
A major determinant of whether you will get there or not is simply that you actually believe that you can.
We carry around a huge amount of personal baggage from our past experiences that inform our attitudes about the future. In many cases, we develop a sense of learned helplessness that causes us to believe that we will never be able to get the future we want.
This self-defeating logic is reinforced by our own inaction toward overcoming this baggage from our past. It becomes a pattern. We get used to not getting what we want. We come to believe that it’s normal and simply the way things are.
Before we can overcome these issues, we have to understand what they are. This is by no means an all-encompassing list of issues that characterize bad past experiences that can prevent you from realizing your own ability to move toward your desired future, but if you recognize yourself in any of these, it’s time to get to work.
You have historically associated closely with, and strongly feel a part of a group of people who are not finding success in love, life or work.
You have been so focused on simply getting by that you felt like you were unable to actually learn new ways to be better.
You were brought up in a religious tradition or other circumstance that instilled you with strong feelings of guilt and shame but never focused on positive qualities like love, intimacy, vulnerability, and learning.
All of your past relationships have caused tremendous pain and ended badly, leading you to believe that is simply an inherent quality of all relationships.
You have plateaued when pursuing your goals, and you come to believe that you are simply not the kind of person who is capable of achieving the success you want, incapable of understanding why others are able to reach their goals.
You have believed that you are just not trying hard enough when it comes to your goals, and later when you do try to commit stronger to achieving your goals with the same mindset and more effort, you expect things to turn out differently.
You associate change primarily with things turning out badly. Therefore change is scary and something to be avoided. You may not be happy with the way things have been, but they could likely be much worse.
What these dilemmas all have in common is that they use the past as a basis for constructing the future.
They cause us to forget our own talents and abilities, to undermine our own skillfulness and resourcefulness. They squash our ambitions by prioritizing fear over risk and reward.
The experiences described above are universal. Every successful person has faced some variation or combination of these scenarios, and yet they have managed to get wherever it is that they were aiming at.
How does that happen? Is it that others simply have greater abilities or possess more potential? No. It is that they have not allowed the past to become a myopic lens for viewing the future. They have distilled experience into wisdom. They have recognized that failure and difficulty are necessary opportunities for stretching our abilities to enable growth.
The essential thing that you must do is to take the lessons you have learned from the past and put those lessons into practice by actually doing something. You will not overcome any one of these by letting the clock run out. There is no way forward in doing nothing.
Try Something Different
If what you have tried in the past has not worked, try something different. We are often drawn to work harder because we are choosing the more familiar path. That path is our default setting. It is often our first idea and the one we feel most comfortable setting forward with.
But growing is not about feeling comfortable, it is about moving forward through the thick grass toward foggy vistas and breaking through all of that to discover new territory.
The future does not live in the past unless you stay stuck where you are. The future is where you are going, not where you have been.
Wake up! Take control and consciously create your own fate. Live by design. Live today well!
People can spend an entire career and never break through that wall. The wall is not about equal opportunity, hiring practices, promotion or selection. Nor is it about gender or age.
No, this wall is about moving from management to leadership.
The Entrepreneur’s Conundrum
The easiest way to explain this wall is to start with an entrepreneur. A solo-preneur; the person who thinks he/she has an idea and wants to start a business.
Let’s say our hero (the start-up entrepreneur) gets some funding and launches the business. In no time, the business starts to make sales and grow.
Pretty soon the owner needs to hire some people to help fill all the orders, make more widgets or whatever they are doing. They need more people.
Now they have a team running. The first experience is to manage the process. The owner has to show everyone how to do or make the things you meant to do in the business.
Your idea as the entrepreneur has to get communicated, trained and shared with others to let the business grow.
As the Manager, you track the numbers, bank the revenue, make the deposits and pay for expenses.
Things seem to be going OK. You survived the start-up phase.
As the business grows, you have to grow with it. More resources, bigger payrolls, larger space, etc.
But the owner seldom thinks about growing their own ability to manage the business. The thinking goes something like this.
“What I did before got us here, I’ll do more of that, and we’ll be fine.”
That works for a little while longer, but the business still keeps growing.
Now it’s become a full-sized enterprise with layers of management, division of teams for specialized skills, and other expanding roles.
The Thirst for Leadership
Somewhere in between that expansion phase and the enterprise phase, the invisible wall takes shape. As the company grows, so does the wall.
What used to be decent management starts to have problems. The old ways to push people and materials don’t work anymore.
It’s not the people or the business, it’s the owner’s capacity to lead that is crumbling.
This new entity that is the company is hungry for leadership. Not more management; bona fide leadership.
Leadership has to step in and take over.
As Monte Pendleton, Silver Fox Advisor, and founding member states “There is no particular time table for these stages. But the ending of Stage 1 usually becomes apparent when the requisite managerial skills begin to change. The very personality, skills, and capabilities that allowed you to succeed as a Stage 1 entrepreneur or start-up owner/operator, now become detrimental to you in the latter stages.”
When the wall becomes apparent, you have some choices to consider.
First, you could decide to quit growing; stay the size you are, and keep doing the same things.
Or, you can choose to modify your management style and press on toward the next phase. Hire a coach or an advisor to guide you through the changes needed to break through the wall.
Lastly, you might choose to replace yourself with someone who has better leadership skills and experience, allowing you to revert to the core talent and gifts/specialties you started with.
If all else fails, sell the business at its then market value and go fishing. (I digress).
I dedicate my coaching practice to owners and executives who are right at the wall.
There are senior managers everywhere who still need to embrace the reality of the presence of the wall.
Believe it or not, a wall always exists between the stage of the business unit you run and your ability to lead.
I’ve said it many times before, a good manager can have a long and successful career never being more than a manager. Turn the screws, meet the deadlines, ship those deliverables and do it through strong management skills; these can be a nice career.
However, for the good of the growth of the enterprise, you need to become a leader. If you already know something about leadership, be a better leader.
Monte states “Leadership is the ability to cause others to take action even when the action is outside their comfort zone.”
Dave Guerra in his book “Superperforming” says “Management is about process and leadership is about people.”
I love that explanation. So true.
Think about your situation right now. It doesn’t matter whether you own the business or run a large team/division inside one. Ask yourself, “where is my wall?”
Question: Have you broken through the wall, realizing the need for leadership over management?
Every plan and strategy associated with a goal must always be monitored and inspected to ensure proper execution and achievement.
Good project management comes from inspecting what you expect.
Have you heard of Six Sigma or DMAIC?
Six Sigma is a specific set of tools and techniques used to to help businesses improve their processes.
Inspecting what you expect is an integral part of Six Sigma. It is also an integral part of overall good project management.
For process improvement, a concept known as DMAIC is applied.
DMAIC is an acronym for Define, Measure, Analyze, Improve, and Control
…or, simply inspecting what you expect.
With DMAIC, you analyze results as they occur, checking them against expected outcomes.
If you find yourself off the mark, adjust and do it all over again. In other words, you are staying alert—at all times—to the things happening around you that affect your process and your progress.
The devil is in the details.
There is so much more to being a great leader than stating your plans and giving directives.
Great leaders walk the floor.
If you’re not walking the floor, you’re not being a good leader. You’re doing it wrong.
Leaders who don’t walk the floor find that things are not happening as they expect. Always remember: the devil is in the details.
You have to constantly be checking in, seeing what’s going on—walking the floor. You have to constantly ensure the appropriate measures are being put in place to achieve the right outcome.
You have to constantly test and review events and circumstances.
For example: if your business enforces things like safety or regulatory compliance, your role as a leader is to inspect and review events and circumstances. You have to check work every single day to ensure proper compliance.
If you don’t, people could get hurt.
Three easy steps to inspect:
Set expectations; specific expectations.
When issuing a directive, always be clear about your expectations. Be as specific as possible.
Volumes, dollars, incidence rates, hours, cost saves, the list goes on. The expectation you give will determine the outcome.
2. Be Consistent
Constantly inspect, and keep your inspections consistent. Keep communication open and be consistent in everything you do. Be open and don’t beat around the bush. Share your results.
3. Stay Visible
People need to know you are engaged and involved in the review process. Don’t get stuck behind your office door. Show your team you are active in the process. Be around them. Answer their questions. Motivate them.
Remember: you are the leader guiding the vision to the final outcome. Be available to talk it through with those who have questions. Walk the floor.
If your team is spread out geographically, remain visible with the right frequency of check-in calls and team meetings.
Let your team know that part of executing the mission is routine reviews.
So…do you inspect what you expect?
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Let’s face it, it’s no fun when you get ambushed at work. Being trapped by surprise can come in several forms. A co-worker can steal the credit for something you did. Or a peer can undermine something you’ve been slaving away to make perfect.
The one I hate the most is when the boss does it. You know what I mean. You’re working along thinking things are going well. Maybe the boss even said something publicly about how happy they were with your effort.
Then BAM! You get pounced on. When you least expect it, you get an email saying you screwed something up or missed some deadline; basically failing on expectations.
Even more problematic is getting that email while you’re away on a planned (and approved) vacation. The email hints your absence is part of the problem. GEEZ people !!!!!
The employee is not the problem
Dealing with your co-workers is tough enough, but when the boss ambushes you, what are you supposed to do?
I’m convinced most employees start out with the intent to do a good job. Sure there are a few bad eggs who slip around, job hopping, doing very little, but thankfully they are in the minority.
Most workers try to do the right thing. So a boss who feels the need to ambush must be the one who is in the wrong. Generally, the employee is not a problem.
I read an article Gary Vaynerchuk posted saying poor performance is all on the manager. I like that idea. Here’s exactly what he said:
“Here are three steps to managing underperforming employees: 1. Take the blame yourself. 2. Start to communicate better. 3. Tell them they’re not executing at the level you’re hoping for. Then ask, “what can I do to help?” Then actually start helping.”
Bosses who are frustrated with perceived performance problems and feel the need to barf on someone’s parade, especially at weird times, must be harboring some ill feelings.
Great leaders provide adequate AND timelyfeedback to their team. Feedback should never be a toxic dose of bad news.
If things need the leader’s corrective action, he/she should give proper feedback and restate expectations. Yet hiding behind an email to deliver the message is a weak way to do so.
What to do
If you are the leaders here are a few thoughts and recommendations to avoid ambushing your people.
First, find ways to share feedback in the right way. Give the employee the respect to tell them “bad news” face-to-face. I know with larger, perhaps global teams, the personal face time is hard. However, in those situations, video capabilities can afford each party the next best thing to face-to-face. Oh and never use email unless it is a last resort.
Think about the timing. I know you have a burning desire to fix things, but decide whether the fix is critical at just that moment. I like three questions I’ve coached for a long time:
Does this need to be said?
Does this need to be said by me?
Does this need to be said by me now?
Be objective about whatever the issue may be. Stephen R. Covey called it “seek first to understand.” Don’t pose the issue as a condemnation of behavior or results. Perhaps your source of information has slanted the matter. Present the details as observations, not final facts. (Hint: You will get embarrassed.)
Lastly, be graceful in your approach. Again, I believe most employees are there to do the right thing. Unless that employee is a proven screw-up, don’t assume the worst. Believe the best and work through the issues gracefully.
Using these steps you can avoid the hated ambush of your people at work.
The life of a manager/business leader certainly has its benefits, but there are downsides to being a leader too. Not long ago, I received an email from someone who had served on a large project with me. Their recall of my leadership role was, let’s say, “less than flattering.”
The project in question was a large one. We started with a team of 457 professionals and grew it to over 700 before the project ended. I was the lead executive running the show.
The effort called for organizing 9 different work teams, handling 9 distinctly different focus topics and work plans. In the middle of it was a just-in-time software development project. That alone would have been a big enough challenge all by itself.
The work was spread coast to coast in 4 large work centers. To say we had occasional personnel problems would be an understatement.
My duty to lead and manage this group was a really big challenge. Thankfully, I had a close, but effective support staff with me. My deputy, second in command, became my traveling problem solver.
Back to the Email Message
This blog is about leadership. I share experience and learning from 30+ years in the trenches, on the front lines. So, yes, I try to be some type of sherpa.
The person who wrote me the email actually said I was a hypocrite for writing about management and leadership becasue he had a very clear recall of my role there.
He went on to call me one of those “stiffs” who sat in the glass offices and didn’t come out much. While some may say I fell short in a few areas during that project, getting out and around to the work teams was not one of the failings. In fact, my support crew saw me early in the morning then seldom saw me until late in the day.
Keeping on the Move
Why? Because I was moving from team to team, meeting to meeting, or training to training, dealing directly with the teams and their unit managers. I was as much cheerleader for the vision of the project as I was operator and executive.
Frankly, I am proud of the project and the team we recruited. I met some amazing professionals who worked tirelessly to accomplish our goals, all under a tight time clock of deadlines and deliverables. The fact that some who were present either didn’t see it this way or have their own different opinions are just reality.
I am a Realist
If I’ve learned much of anything in my years as an executive, I’ve learned you have to be real about people’s expectations. You will never win them all. I am convinced that if you recruit three people to be on the same team, you will find one negative Ned or Nelly. Heck, this can even happen just hiring two people.
The Challenge as a Leader is Threefold
First, you must do the best you can at recruiting and selecting people for your team. For a small business, this can be the most difficult challenge an owner undertakes. It is certainly true in big business too. You will not win them all here either, but you can do things to make better selections through detailed screening, background checks, and by giving practical tests to applicants.
If you have specific skills you need to be performed, you have to test for those skills. The “soft stuff” like customer service can be a bigger challenge. After all, people have learned how to ace interviews and smile pretty. Yet, once they land, you can only wait to see whether they fit correctly into your roles and execute on the duties?
Equip to Win
Next, you must equip them to win. As a leader, you must impart the best information you can provide to help them understand the job, the requirements, and winning factors that work for the specific need you have them fill. That is on you as the leader to provide this understanding.
As soon as an employee demonstrates an unwillingness to embrace the framework and perform against the standards, you need to begin remediation actions. Whether that is retraining, reassignment, relocation, or removal, the manager must move swiftly to eliminate the lingering impact of an underachiever.
Lastly, there will still be those who hate your leadership. Regardless how much you work to win the hearts and minds of your team, you will have some who don’t get it. No leader anywhere should expect of themselves the ability to win everyone over. There are just enough personalities in this world to occasionally find the ones who won’t mesh well.
I like to say it’s not right or wrong, it’s just different. When you identify the difference, you have to accept it for what it is.
Don’t Beat Yourself Up
On occasion when you get some really negative feedback from a former employee (or current one), take it with a grain of salt. They pay you the proverbial big bucks to have the thick skin to take it.
Let the haters hate – It’s what they do.
If there is substance in the feedback, embrace it. Use the input to improve your leadership skills. However, when you know you gave it your best shot, proven by the feedback from those who mattered at the time (your client, your boss, and the team around you) forget about the Hater. Haters will hate. That’s what they do.
Be bold. Be strong. Don’t let one loud voice drown out your ability to make a difference for everyone else.
Oh, by the way. After over 30 years managing and directing thousands and a current day social media following of over 100,000, I’ve gotten two such letters in five years.
Not bad. Not bad at all. (President Whitmore – Independence Day)
In my consulting days, I used to manage teams of people who were contractors, assembled for specific projects, then released once the project was over. These talented people were “gig workers” before that was a thing.
The projects were often high intensity with very little cushion on the deadlines. As manager of these teams, I saw a lot of examples of hard work and true grit under pressure. The work required me to be a nimble manager with the ability to think on my feet.
The experiences in the field often served to remind me of business leadership principles I learned a long time ago, but have to revisit frequently if I choose to keep them fresh and effective.
Throughout my project assignments, my ‘master list’ of guiding principles was tested on several occasions. I wanted to share with you my thoughts and remind other leaders about the importance of staying centered on these valuable principles. Here they are.
If you claim to be a servant leader, have empathy and sympathy
On one assignment I ran into a team of folks who were new to me, but who had worked together for years before I arrived. They had just been informed that their workplace was undergoing a somewhat hostile takeover; hostile from the circumstances that caused the life-changing events.
Former management had been caught doing very wrong things. My team was to serve as interim managers to ‘right the ship’ so to speak.
I needed the full cooperation and dedication from the staff left behind. I was immediately reminded of the need to empathize by placing myself mentally and emotionally in their shoes.
I needed to sympathize with the things I was hearing. The old phrase came to mind, “people don’t care how much you know until they know how much you care”.
Make the tough calls
I had to quickly start assessing the situation around me, digest facts and data, then make some quick decisions. I couldn’t wait on more data. That was not an option.
Knowing what I needed to know was important, but more critical was the willingness to take the intelligence/information I was being given and then make a decision.
Difficult people need to be corralled and managed
The impact of a ‘difficult’ personality in the workplace can have tremendous ripple effects.
On this project, the client stationed a senior manager with whom I was tasked to work. He proved to be a very difficult personality.
Fortunately, I was able to get a read on him early on in the project, identify the issues, and make plans for managing across the work team to minimize the influence of the more negative things that he occasionally dumped.
On one particularly challenging day, this individual had spewed a lot of venom across the office; foul language, abusive comments. When he went home, I gathered my troops for a sit-down meeting. I told them simply that “I, as their team leader, wanted to apologize to them on his behalf. The things said and done that day were not appropriate among professionals. I told them I hoped they could see that for what it was and not be deterred in their dedication to the mission by having endured this day.”
Rely on your team
Make team projects a true team event by admitting your own shortcomings and use the skills and abilities the team can bring. Do not ever act so big and proud that you have to know it all. People don’t like ‘that guy’.
Inspire people by identifying their strong suits early, and then create applicable opportunities where the use of those individual skills can shine.
Also, share among the team who is doing what and how important the outcome can be. Spread the wealth evenly. Consider this as “know your people”. People respond very well when they know their self-worth is being used appropriately for key contributions to the effort.
Have a little fun
Every day does not have to be all starched and polished. Let your own hair down a little and find opportunities for a little innocent fun. Let the people’s personalities shine too.
By creating an environment for a little friendly banter among the crew, you can keep spirits light and fresh. But watch out for off color jokes and comments or anything that starts to sound cutting or personal. Keep it light. Help make people want to come back to work.
Maintain your own personal integrity
There are many ways to do this, but chief among them is making and keeping promises. Communicating clearly, openly, and fairly whenever possible.
Of course managers sometimes have to hold things close to the vest. But as soon as you can share with your team, do so.
Leaders must be clear on a set of guiding principles that fit their style and belief system. I hope my list helps you. Please comment below on these topics and share others you have used.
There is a story about Thomas Jefferson when he was President. He and a group of close advisors rode horseback across the countryside. They came upon a river swollen by recent rains.
On the bank was a man without a horse. He gazed at the river not knowing how he would get across. One by one the men on horseback started across. Each making it to the other side.
Finally, it was Jefferson’s turn. The man asked if he could jump on with Jefferson and ride across. Jefferson obliged.
Once everyone was across, one of the other riders asked the man why he chose Jefferson; asking if he knew Jefferson was the President.
The man said, “President? I didn’t know that. I just knew his face said YES while all you other guys’ face said NO.”
If you’re in a leadership position, do you have a YES face?
Think About It
Think about the times a senior executive presented a new plan or a new vision but had a stern, perhaps sour face; a NO face. How hard was it to believe in the plan?
Look at the picture below. Which people could you relate to the best?
Executive leaders need to think about their face when they make announcements, hold discussions, and conduct meetings. The look you have says much more than the words you speak.
Tell Your Face
I had a coaching client who was sharing with me the great excitement of the new job he just got promoted into. He was gushing about the team and the opportunity. He was assuring me he had great admiration for the people and the purpose. Yet he shared this whole story with a stoic face; no grin, no emotion, just power words about the positive aspects of the opportunity.
When he was finished talking, I asked if he really believed all the things he just told me. He assured me YES!
I said, “Then tell your face.” He was stunned. He wasn’t sure what I meant. I explained.
His content was positive, but his context was wrong. The look on his face lied about the message.
Think about this the next time you need to talk with your team or your crew. Get your face in line with the message.
If this makes sense, leave a comment. Tell us about a time when you had to get your “Yes face” on.
The gig economy has produced a large population of people working from home. The lure and excitement of being able to shorten the commute from hours and miles down to feet and inches (as in the length of the walk from your kitchen to your home office) often fade fast.
It turns out not everyone is equipped to work at home. I frequently get asked for tips and tricks on how to make the stay-at-home gig work well.
I’ve been working from a home office for almost 20 years. Yes, I frequently get called to client offices or travel on-site to assist with business deals. Yet the bulk of my time is spent right outside my kitchen door, a few feet down the hallway.
Here are my tips for getting the most out of your work-at-home experience.
First, make a dedicated space. The more walls and doors the better. You need seclusion from the rest of the activity in the house.
My life now includes 7 grandkids. They are here a lot and not just on weekends.
My wife and I love that part of life, but I still work full time so need the separation when I have work to be done.
The built-in desk just off the breakfast nook won’t work. You need an office area that can give you separation and handle your work tools; likely a computer, telephone, and even video hookups.
Don’t Skimp on Equipment
If your company or client doesn’t provide the right equipment for you to do your work, invest in some of your own. The right desktop or laptop is essential. This includes printers, phones, and whatever video set-up may make sense.
Pay for the bandwidth too. Get a service that provides the best possible data connectivity you can afford in your area. Reliability is also critical here.
If you will be doing work with video conferencing, webinar production or other camera work, check your lighting. Invest in a few moderately priced light sets to help brighten the area where the camera work is happening.
At the end of this article I’ll provide my own list of office equipment I like and the services I use.
Consider Your Emotions
The psycho-emotional aspects of working at home are not a good fit for everyone. Face it, you’ll be alone. If you live off the chatter at the water-cooler, you won’t get that here.
If you think you need to feed off others at work, then working at home won’t be a happy time for you.
You’ll need to find other ways to get that energy. I set at least three breakfast, lunch or coffee meetings per week if I am not directly handling clients. I use those encounters to fuel my inner beast’s hunger for human interaction.
For me, I keep my trusty rescue pooch, Teddy by my side. He loves it with me at home.
Get on a Schedule
Nothing is harder to do when you work at home than to keep on a schedule. Look at your workload and set a calendar. Stick to it.
Block out appointments for yourself to handle critical pieces of your work, setting your own deadlines if others haven’t already set them for you.
I like what a friend does. Now mind you he’s in his 80’s but he still works full time. He sets 10 boxes on his calendar. Morning and afternoon each day get a separate box. Two boxes per day and five days a week, you get 10 boxes. His primary goal is to fill every box. He intentionally blocks out time to get things done.
If it’s not on your calendar, it will either get neglected or forgotten. Make time and plan time.
This includes being able to make time for your spouse and family needs.
I just talked about making a calendar that includes time for spouse and family. However, you need to set some honest expectations with them too. They need to help make you successful by respecting times that you deem as work hours. Unplanned interruptions can throw your calendar off schedule.
Handle Big Rocks First
There’s a fabulous teaching experience that demonstrates the value of handling big rocks first. Here’s a video of the principle.
My Resource List
Here’s a list of some of the tools I have that I love.
My Desktop – I’m still a PC guy. I run an Intel-based desktop, small form factor Lenovo. It’s served me very well. I made one upgrade to install a solid state drive versus the old school hard drives. The SSD cost about $129 for 500GB of storage. That’s not huge by today’s standards, but keep in mind I store my archives in the cloud.
Cloud Storage – With Google Drive. For me, it was tricky to sync it up properly, but now that it is running, it works flawlessly.
Video – Camera is a simple Logitech HD 1080p Webcam 920. It has built-in sound/mic configuration. The quality is great. Set-up was straight forward.
Video Conferencing – I switched to Zoom.us a few years ago. I like their service so much more than all the others. The recording features are super and fit well into my video interviews. Webinar production is easy too with Zoom.
Web Hosting – Siteground has served me very well for several years now. The service is very cost effective. I find their support 24×7 is superior to all the others I’ve tried.
Blogging Platform – WordPress is my go-to source. I’ll need another dedicated article to tell you about this if you don’t already know something about WP.
I hope this helps you get a better grip on working from home. Call or write with any questions.
Disclaimer: Some of the tools and services mentioned above do involve affiliate relationships with me and my company HeadwayExec, LLC. But I assure you, I don’t promote anything I haven’t used myself.