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Seen Any Red Flags Lately?

red flag warnings

The new year is always full of new possibilities. Yet sometimes we drag old situations into the new year. One big area where I see people struggle has to do with identifying and managing “red flags.”

What is it about red flags? You know, those subtle warning signs that a new situation is going to have problems.

Whether a new relationship, a new business arrangement, or just a new possibility in our life, the first signs of a red flag should give us pause. Yet too often they don’t. Why is that?

The answer lies in the gap between the “known” and the “unknown”. As you move toward anything new, you will be leaving the known factors and circumstances to move into the unknown. This transition is also why people have difficulty facing change. Change causes this same movement from known to unknown.

Dealing with Comfort Zones

Comfort zones come from the “known” parts of our life. Experiences from the past establish our sense of the known elements in our life. Some experiences are good, some are bad, but all are known.

With the unknown, we establish our own set of expectations. Perceptions about “what could be” start to look very appealing. That’s why we decide to make a change.

Red flags always appear in the “known”. Some fact point is presented right now, today, and it is easy to declare it a red flag. Here’s the rub.

The new red flag, although it is now a “known” item, is weighed against the perceived value of the new deal (the “unknown”). When you choose to ignore a red flag, you have decided the benefit of the unknown is greater than what you know to be true; right here, right now.

 

Relationship 101

Relationships are the easiest examples of dealing with red flags. Entering into a new relationship there is always the phase of getting to know the other person. You make a date, you go out, you spend time talking about each other, sharing experiences and values.

As time goes on, behavioral habits are displayed. Is the other person on time, do they dress well, do they treat other people kindly? The list of possibilities is long. As each item is demonstrated or expressed, you do a mental check off of whether each trait is good or bad. Are they appealing or appalling? The bad ones are red flags.

Sure, no one is perfect, so we allow a certain few red flags to remain. Why, because the potential (remember this is still perceived value) for a better relationship outweighs the red flag.

Occasionally, we look at red flags and think “Oh, we can fix that after we settle down.” Bad idea! My experience says red flags only get worse. They were at odds with one of your values when they were introduced, they will only get worse as time goes on.

Here’s how to burn red flags:

1. Be true to your own values –  Stay centered in your core beliefs and values. Don’t allow yourself to be swayed into a new line of thinking or a new standard of behavior, unless that new direction is a choice you make.

2. Recognize today’s reality –  Make decisions based on as much fact as you can possibly collect. A known, demonstrated behavior that is not acceptable must be rejected. That new life partner or business associate will not change the bad behavior. It might even get worse.

3. Check your perceptions –  The excitement of a new possibility is wonderful. However, if the steps leading up to the new relationship are littered with red flags, take caution.

4. Be assertive –  If you have standards that are going to be compromised by the red flag traits in the other person, stand your ground. Speak the truth. Try to talk it out, be firm. If it costs you the relationship, so be it.

5. Be confident, don’t settle –  Most of all, be confident that you do not have to settle for red flags. Just because that person is available today, if they come with a bag full of red flags, walk away. Search for a better deal.

Managing the red flag scenario is one of the toughest life choices we make. Usually, there are so many reasons to carry on thus ignoring the red flag. However, the red flag is a universal symbol of caution. Why wouldn’t you treat it the same in your personal life and at work? Establish a method to identify and deal with red flags. Your final outcomes will be far more rewarding.

10 Great Benefits for Your Remote Employees

remote workers

by Kimberly Valentine on December 26, 2021

Building a robust employee benefits package used to be relatively easy for most companies: Provide decent health coverage, offer a generous 401(k) match, allow for several weeks of paid time off, and sprinkle in some genuine perks – perhaps tuition reimbursement or even on-site daycare.

Your physical office space itself enabled many other benefits, such as a fully stocked kitchen and maybe an on-site fitness center.

But now? Some or all of your employees are working remotely full- or part-time, unable to partake in the free coffee and exercise equipment. They may live in multiple states across the country, unable to participate in the same health plans. And the ongoing battle to attract and retain top talent demands more valuable, meaningful, and surprising benefits and perks than ever before.

“The benefits we used to offer our in-office employees just didn’t make sense as we transitioned to supporting a remote-first workforce,” says Andrea Morales, senior director of total rewards for financial technology company Affirm.

Related article: Guide to Building a Better Employee Onboarding Checklist for Your Remote Workforce

If you haven’t yet reinvented your employee benefits package specifically for remote workers, now’s the time. Find inspiration in these rewarding employee perks – from stipends for eco-friendly home offices to virtual fitness classes – offered by remote-first companies and others that have shifted to remote work during the pandemic:

1. Technology, Furniture and Supplies for Home Offices

Setting up a home office can be an expensive requirement for remote workers, and many companies provide technology and financial assistance to enable their employees to do their best work. Company-issued laptops and stipends for office supplies are just the first steps to equip your remote workers.

The online job search platform FlexJobs takes the office set up a step further. In addition to a budget for office furniture and technology devices, the company’s Green Office Stipend allows employees to create an eco-friendly home office with energy-efficient heating and cooling appliances, air purifiers, and more.

Carol Cochran, vice president of people and culture at FlexJobs, explains, “When we look at some of the key benefits of remote working — having control over your space, better for the environment, more flexibility to take care of yourself in a more holistic way — these stipends are a way to support those things and communicate the values of the company in a tangible way.”

2. Monthly Internet Stipend

An easy factor to overlook: Your employees need high-speed internet service to work from home efficiently, but the expectation that everyone pays for sufficient speed on their own is inequitable. Offer employees a stipend to cover this monthly expense.

Cloud infrastructure provider DigitalOcean, for example, covers as much as $200 of each employee’s monthly internet and phone bills. This practical remote work benefit ensures employees are reliably connected and ready for all those Zoom meetings.

3. Ergonomic Guidance

It’s one thing to provide a stipend for your employees to upgrade their home office furniture – an excellent benefit. Step up a level with this perk by also providing the ergonomic expertise to buy and set up furniture properly to alleviate physical discomfort and the associated loss of productivity.

Take a cue from the globally dispersed company Automattic, the team behind WordPress.com, Simplenote, and Tumblr, among other tech platforms. Automattic offers each employee an ergonomic evaluation that can include a full analysis of the employee’s work setup, observation of work habits, and suggestions for personalized stretching exercises.

4. Reimbursement for Getting Out of the Home Office

Not every remote worker finds home to be the most suitable place to work. Remote-first companies have long been aware that some employees work best in more social environments — even if only occasionally. Consider funding the use of co-working spaces (once it’s safe to do so, of course) to offer alternate office environments for your remote employees.

For instance, Buffer, a social media management platform company with a remote-first workforce, covers employees’ membership fees to their local co-working space. For those who prefer to work in a coffee shop instead, they are reimbursed up to $200 per month to cover their lattes.

5. Fitness and Wellness Classes and Coaching

Mental and physical wellness perks for employees have become more common in recent years. Subscriptions to mental health apps such as CalmHeadspace and Ginger allow employees to tap into a meditation session or connect with a behavioral health coach on demand.

And while in-person fitness perks like on-site gyms became unavailable with the transition to remote work during the pandemic, forward-thinking companies shifted to offer their teams virtual fitness classes.

Rewards platform Fetch hired a full-time wellness coach in September 2020 who teaches daily virtual fitness classes, including yoga, barre, HIIT and strength training. Fetch also offers its employees mindfulness exercises, regularly scheduled breathing breaks and individual health and wellness coaching. Participation rates: 35% of employees are active in the company’s wellness program, and the average participating employee attends 4.5 classes each month.

You don’t need to hire an in-house wellness coach to offer your employees virtual fitness perks, however. Corporate memberships to Gympass and ClassPass, for example, include on-demand and virtual live classes. Give your employees the chance to experience new ways to stay fit, either as a group during the workday or on their own time.

6. Free Lunches

At the office, there really is such a thing as a free lunch, and savvy workers rarely miss out on such events. (Savvy leaders, likewise, know free food is a terrific way to lure staff into the same room for team-building or coaching activities.)

Remote-first companies are still scheduling lunches as a team – with pizza on the company’s dime. Popular food-delivery apps are now catering to the remote workforce with services such as DoorDash for Work and Uber for Business.

PizzaTime — with corporate clients such as Casper, IBM and Adobe — offers coordinated delivery services to make sure dispersed team members receive their pies in time for their virtual meetup. Host virtual team lunches to reward employees or celebrate a team accomplishment, or provide lunch during a mid-day team meeting or company-wide conference.

7. Book Allowances

The employee book club at Drift, a remote-first company that offers a revenue acceleration platform, doesn’t actually meet to discuss the same titles. Launched in 2016, it instead allows employees to choose books from an evolving list of about 250 titles, including The New York Times’ 2020 anti-racist reading list. Each employee can order one book every month; on average, about 75 employees order books from the list each month, reports chief people officer Dena Upton. “Learning is a way of life, and there are so many great books our team can dive into,” she says. “We want to support that growth.”

8. Streaming Music Subscriptions

Some employees work better when fueled by music. Consider funding remote workers’ subscriptions to Amazon Music, Spotify or Apple Music – a perk offered, for example, at SeatGeek, a live event ticketing platform.

Bonus idea: Pair this perk with a set of noise-cancelling headphones so that your team members can keep the music in their own ears and avoid distracting a significant other or roommate, or tune out the surrounding noise for more focused work.

9. Grocery Allowances

Just as many offices stock their kitchens with employees’ favorite drinks and snacks, remote-first companies are also making sure there’s no shortage of food in their remote workers’ home pantries.

In January 2021, fintech firm Affirm began offering employees a digital spending wallet – broken down into four categories (tech, food, lifestyle and family planning), each with a monthly allowance and a list of eligible items employees can use the funds toward. The $220-per-month food allowance can be used for groceries and food delivery. “We want all of our benefits and programs to embody our value that people come first, and giving Affirmers the flexibility to pay for things that make their day-to-day lives easier really supports that,” Morales says.

10. (Extra) Flexible Hours

It’s not uncommon for remote-first companies to set core hours when all employees, no matter their time zone, are expected to be available online. This allows just enough flexibility for employees to work when they’re most productive and balance family responsibilities, while also enabling real-time conversations for as many hours as possible.

Some companies have embraced fully flexible hours with a “no core hours” policy.

DuckDuckGo, a privacy-focused internet search engine, allows its globally dispersed team of more than 135 employees to choose their own hours of work. Gabriel Weinberg, CEO and founder of DuckDuckGo, explains, “We understand everyone has their own working styles, as well as certain times of the day when they’re most productive, so we offer freedom and flexibility to organize their individual work schedules.”

Coordinating primarily through the task management platform Asana, the company operates with limited scheduled meetings including no-meeting Wednesdays and Thursdays. “We’ve found that team members do their best work, have the greatest work-life balance and are happiest when they can choose where and when they do their work,” says Weinberg.

If your company isn’t ready to experiment with a fully flexible work policy, consider establishing limited daily core hours, such as 10 a.m. – 1 p.m. in a key time zone, when everyone’s online and available. Allowing your employees the opportunity to choose remaining work hours that are best for their individual schedules can provide the work-life balance they need to make the remote work environment successful.

Launching 2022

To wrap up 2021 and boost your launch for 2022, I am sharing some leadership quotes I’ve collected over the years.

Many come from a friend and fellow Silver Fox Advisor, Hank Moore. They are featured in his newest book, “The Big Picture of Business,” Book 4, just nominated for the Pulitzer Prize.

Let’s begin

See the value in others that they cannot see in themselves.

When you give, you also get your share.

Self-worth is not equal to or determined by net worth.

Persistence beats resistance.

Footsteps in the sands of time are not made by sitting down.

Choose the road to go where you wish to grow.

Things that were not achievable in early careers are now yours to master.

Opportunities will come your way when you believe they will start happening today.

It’s about time

It’s almost tomorrow. Today will be yesterday tomorrow. The minutes into the future will soon become cherished memories of the past.

Tomorrow might not come when dreamers dream too late.

How can you know what’s possible, until you try.

Use the system for the betterment of society. When a business does the right thing, it’s good for society and for business. Right things matter and payback in goodwill.

Internal strength

Define who you are. Do not let others define you.

Be stronger than your excuses.

May you always be a dreamer. May your brightest dreams come true.

People worry so much about the cost of living. Concern yourself with the value of life.

Ask yourself: what more do you want. You’ve earned it.

Recall and build upon the teachable moments that influenced you.

Hope and influence

Hope for the year: healing, recovery, and valuing each other.

Hope inspires us to do the impossible & carry on during difficult times.

There will be tough times, and they will pass.

Mentoring guides your success.

Leaders

Effective leaders don’t have to be lonely at the top.

We are all caretakers of something.

Show gratitude often. Notice other people. Reward yourself.

Prepare for and nurture your future.

Serve your community.

It’s about time, place, and attitude.

People who are adaptive and adaptable get further.

Celebrate others. Stand up for others.

Learn the secrets of successful people.

Closing thoughts

The more that we remind others of the worth of life and positive opportunities, we remind ourselves as well.

Reinforce truths every day. Otherwise, vacuums will be filled with lies and misinformation.

Quote from Winston Churchill: “All the great things are simple, and many can be expressed in single words: freedom, justice, honor, duty, mercy, hope.”

Quote from Albert Einstein: “Learn from yesterday, live for today, hope for tomorrow. The important thing is not to stop questioning.”

Quote from Dr. Martin Luther King, Jr.: “We must accept finite disappointment, but never lose infinite hope.”


Here’s wishing you a joyous and prosperous New Year. As you plan your new year activity and strategic ideas, think about these offerings I’ll be delivering this year.

Best Boss Ever – I am focusing my messaging and coaching on helping business owners and corporate executives become the best boss ever. People join companies but quit bosses. Don’t let that be you! Visit BestBossCoaching.org to learn more.

Mastermind Groups – Join a peer-to-peer advisory group to gain the benefit of working with like-minded, motivated leaders who are growing their businesses. Visit DougThorpe.com/business for more info.

Building Team Trust – Studies have proven the highest performing teams operate with “psychological safety.” Most of us know that as “trust.” So the study says we need it, but how can a leader build it? I have the answer .

For all of these and access to any of my other books, articles, podcasts, or resources, visit DougThorpe.com. Or click the button below to reserve your slot for a free, no-obligation discovery call.

Blessings to you and your family. Happy New Year.

Becoming the Best Boss Ever

What would it take to make you the best boss ever? If you get promoted into a supervisory or management role, you might be asking this question. That is if you get past the “Oh snap, what do I do now” stage.

But seriously, wouldn’t it be better if you really could be the best boss ever to your team? It is said people join companies but quit bosses. How can you avoid being ‘that guy?’

The best place to start is to think about the good bosses you have known. Certainly, you knew some. Maybe it was a coach in school or maybe your first boss who took you under his/her wing. For me, the idea of the best boss ever is more of a collage of many; a patchwork quilt of skills and abilities demonstrated in the trenches by bosses I have had.

As I work with my coaching clients, I often ask them to do this same exercise. Think about leaders you have known or know about. What attributes make them good leaders? I have the client write out the list they identify.

Key Themes

In no particular order, here are the common themes I get.

Interpersonal skill – having the ability to connect with employees. The time we spend at work should not be ‘all work’. There has to be some connection that happens. Otherwise, people lose interest.

I was told about a senior leader at a company who had the uncanny ability to recall names and details about workers’ family matters. It was not uncommon for him to see someone in the hall and ask “How did Jimmy’s project go at school?” He was following up on a small detail shared with him in a prior meeting.

Being able to relate to your people is not simply calling them by their names. It’s about getting down to earth with matters that mean something to them.

Integrity – This theme comes up a lot. People simply trust a person of integrity more than they trust anyone else.

Integrity has many layers. It starts with doing what you say you’re going to do. It also means staying away from the petty politics that can happen at work.

In addition, it means not cutting corners or making shady deals to get ahead, win the bid, or get your way.

Being decisive – This one has power. If you want to be a great boss, you have to make decisions, then stick by them. When you take on management of a team, the people need a leader who can make the call. When things happen, decisions must be made.

If you want to earn the respect of your people, you cannot shy away from making the decision when the time comes for one to be made.

Still More

Know Your Stuff – easier said than done. Good bosses contribute by knowing something about what they are leading. On occasion, you may be asked to move into an area you know very little about. When that happens, you should make every effort to learn about the critical aspects of the work being done there. Get coaching, mentoring or other advice from the senior experts on the team.

Don’t fake it. A false effort will be sniffed out. You’ll lose all credibility. But people can accept the new manager who is showing effort to properly learn the scope.

In my banking days, I was recruited to join our real estate lending group to build a team of administrators and take over some operations functions. I told the department head I had a little experience in home building but had no idea what commercial real estate lending was about. He said “No worries.” Then he called our lead counsel at the law firm that supported the bank. He asked for what eventually became my tutoring.

For about three months I had regular weekly sessions with the attorney. I got a first-hand look at all aspects of proper lending and governance of loan agreements. With that learning, I was comfortable leading my team, working with bank executives, and even negotiating with customers. To this day, I value that opportunity. (In subsequent negotiations I’ve even been asked where I got my law degree.)

Process and People

Create the Process – scalable, sustainable work requires a reliable process. This doesn’t matter whether you are building cars, drilling for oil, or pushing paper. A solid process gives you the ability to train, equip, and prepare your people for success.

If you ask your team to do things differently every day, they will get very frustrated. You won’t be able to build accountability. Nor will you be able to build reliable output.

Deal with People – as Jim Collins put it, having the right people on the bus is critical to success. Work on your hiring process and build a solid evaluation system for maintaining accountability. Be clear in setting expectations for the team. Then inspect what you expect.

As potential performance issues arise, deal with them swiftly. A languishing problem employee sucks the life out of your team. Plus if you delay in making the right moves to resolve the problem, the good performers you have will lose respect for YOU.

For those on the team who perform at high levels, celebrate the wins. Give recognition where and when it is deserved.

Summary

There are dozens more to list, but these are the common ones I hear within my own coaching practice. They make sense. Take these ideas to heart and you just might be on your way to being called, the Best Boss Ever.

Ways to Explore the Power of Your Mind’s Attention and Your Heart’s Affection

Nothing can be more powerful than the exact moment you harness the power of your mind’s attention and your heart’s affection.

Projects, life changes, new directions, and many other parts of our life can become monumental successes when these two dynamics come into perfect alignment.

affection

“Have you realized that today is the tomorrow you talked about yesterday? It is your responsibility to change your life for the better.”
Jaachynma N.E. Agu, The Prince and the Pauper

Let’s break it down.

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When Others Are Making the Assessment

What would your personal story look like if you went away, permanently, and left someone else to sort through things and figure out how and what you did as a manager, leader, spouse, or parent?

Is your leadership creating the outcomes and results you intended?

Courtesy 123rf.com
Courtesy 123rf.com

In my consulting days, I often worked for the FDIC (Federal Deposit Insurance Corporation). The assignments involved going and mopping up after a bank failed. I have had a lot of experience looking at banks and businesses that failed. As a person who was asked to act in a legal receivership capacity, I got to see a lot of deals that went bad.

In my situation, I was combing over the records of failed banks. My team and I reviewed files from bank customers who may have been involved in creating “less than stellar results.”

Usually, the loss is not sudden, but rather a series of events. Some are justifiable as ‘economic’ factors or ‘market conditions,’ but others are purely spawned by ‘operator error’ or ‘pilot error’ if you will.

In business, it is often easy to piece together the back-story. Legal documents and work papers often tell those stories. Even with that knowledge though, as told by the paper trails, one is often left to ask why? Why did that executive choose that path? Why that choice? How did the Board come to that conclusion? What was going on that drove the leadership decision-making process in that direction? Which values were being considered or ignored?

For the moment, I will take greed, corruption, and fraud off the table. I am not even talking about those obvious lapses in human character. I am talking about decisions made in good faith that ultimately lead to a disaster.

So What?

So if that is the business side of the question, what about our personal management and leadership roles? Your communities or families; your tribes? Our marriages and our children? With families, there is usually not an administrative, legal receiver-like individual arrangement. Oh yes, divorce courts have influence, but I mean a forensic review into the hearts and minds of those we say we love. What if there was a moment when those people spoke and said “here’s the deal; here’s what has happened and is still happening.”

Would your score look the way you meant it to? Would the feedback be something you could be proud of?

Legacy

We’re talking about leaving a legacy here. If all of the day-by-day effort you put in to achieve something went for nothing, how would you feel about other people looking at that and passing judgment? You know what you meant to be doing, but was it the right thing?

There is always time to make a change. Here are a few ideas about where to start:

  • Evaluate – make your own evaluation with this thought in mind – what is the assessment?
  • Adjust – make the changes you decide are not keeping you on course.
  • Change – make the move to do something different.

Don’t agree to live by chance. Instead, operate by choice. Choice v. chance is a big factor. Is what you are about to do something intentional that serves the greater good in your life? Or is it just an exercise at burning daylight?

Pretty soon there won’t be any extra days to make the big changes you meant to be doing.

Perhaps today is a good day to start.

If you are wondering how to answer this question in your life, consider hiring a coach.

Leadership Principles: My Elite 8

Principle based leadership is like setting a deep and strong foundation. The principles you choose to guide you will shape the character and substance of what you decide to do.

Whether you are leading a team at work, your family, or an organization in your community, I like these 8 principles. I call them my “Elite 8”.

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Leadership, It’s in the Bag

When trying to coach leadership, there is one word picture that does so much more than all the others. That picture is golf. Those of you might ‘hate golf’ or don’t know much about it, please stay with me.

The game of golf is a collection of challenges intentionally designed to test your skills. In a standard round of golf, there are 18 holes, each with their own unique set of characteristics. Some of the holes are longer than others. Some have water obstacles, others have sand. Some have both. Elevations change, grass changes, shapes and cuts give every hole a special personality.

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You tee off on each hole, hoping to reach the green in as few strokes as possible. Once you have reached the green, all that remains are a few shorter touches to sink the ball into the cup, but oh how hard those last strokes can be. The turns and twists of the surface of the green make some hard uphill runs while others are slippery downhill slopes. Here, even the length and density of the grass can influence your effectiveness at putting.

Read more

Beating Procrastination at Its Own Game – and Ways to Thrive

People often ask me about ways to beat procrastination. I usually say “I’ll get back to you.” Just kidding.

Everyone procrastinates sometimes, but 20 percent of people chronically avoid difficult tasks and deliberately look for distractions—which, unfortunately, are increasingly available. Procrastination in large part reflects our perennial struggle with self-control as well as our inability to accurately predict how we’ll feel tomorrow, or the next day.

procrastinate1

If you do a Google search, there are over 380,000 references to “overcoming procrastination”.

Procrastinators may say they perform better under pressure, but more often than not that’s their way of justifying putting things off. The bright side? It’s possible to overcome procrastination—with effort.

Procrastination is not a problem of time management or of planning. Procrastinators are not different in their ability to estimate time, although they are more optimistic than others. “Telling someone who procrastinates to buy a weekly planner is like telling someone with chronic depression to just cheer up,” insists Dr. Ferrari (1).

I too struggle with procrastination. From my own observations with decades of clients behind me, plus my own ever-present struggle with it, here are the key reasons for procrastination.

  1. Desire to achieve perfection –  When a normally high energy, high achiever procrastinates, it’s usually due to the desire to achieve perfection. Perfection though is unachievable, especially in most business settings.
  2. Lack of direction –  You can’t leave for a trip if you don’t know where you’re going. Without a good sense of where you want to go with a project or a task, you likely wont want to start.
  3. Self-talk – Procrastinators tell lies to themselves. Such as, “I’ll feel more like doing this tomorrow.” Or “I work best under pressure.” But in fact they do not get the urge the next day or work best under pressure. In addition, they protect their sense of self by saying “this isn’t important.” Another big lie procrastinators indulge is that time pressure makes them more creative. Unfortunately they do not turn out to be more creative; they only feel that way. They squander their resources.
  4. It’s unpleasant –  Not everything we need to do each day is fun and exciting. Things can be downright unappealing, so we put them off.

Here are the most popular ways to overcome procrastination (2).

STEP 1: Recognize you ARE A PROCRASTINATOR.

Here’s a fun little test for you to take. CLICK HERE

Here are some useful indicators that will help you know when you’re procrastinating:

  • Filling your day with low priority tasks from your To Do List.
  • Reading e-mails several times without starting work on them or deciding what you’re going to do with them.
  • Sitting down to start a high-priority task, and almost immediately going off to make a cup of coffee.
  • Leaving an item on your To Do list for a long time, even though you know it’s important.
  • Regularly saying “Yes” to unimportant tasks that others ask you to do, and filling your time with these instead of getting on with the important tasks already on your list.
  • Waiting for the “right mood” or the “right time” to tackle the important task at hand.

Step 2: Work Out WHY You’re Procrastinating

Even if you’re organized, you can feel overwhelmed by the task. You may doubt that you have the skills or resources you think you need, so you seek comfort in doing tasks you know you’re capable of completing. Unfortunately, the big task isn’t going to go away – truly important tasks rarely do. You may also fear success as much as failure. For example, you may think that success will lead to you being swamped with more requests to do this type of task, or that you’ll be pushed to take on things that you feel are beyond you.

Step 3: Adopt Anti-Procrastination Strategies

Procrastination is a habit – a deeply ingrained pattern of behavior. That means that you won’t just break it overnight. Habits only stop being habits when you have persistently stopped practicing them, so use as many approaches as possible to maximize your chances of beating them. Some tips will work better for some people than for others, and for some tasks than others. And, sometimes, you may simply need to try a fresh approach to beat the “procrastination peril”!

These general tips will help motivate you to get moving:

  • Make up your own rewards. For example, promise yourself a piece of tasty flapjack at lunchtime if you’ve completed a certain task. And make sure you notice how good it feels to finish things!
  • Ask someone else to check up on you. Peer pressure works! This is the principle behind slimming and other self-help groups, and it is widely recognized as a highly effective approach.
  • Identify the unpleasant consequences of NOT doing the task.
  • Work out the cost of your time  to your employer. As your employers are paying you to do the things that they think are important, you’re not delivering value for money if you’re not doing those things. Shame yourself into getting going!

If you’re procrastinating because you’re disorganized, here’s how to get organized!

Use Eisenhower’s Urgent/Important Principle to help prioritize your To-Do List so that you cannot try to kid yourself that it would be acceptable to put off doing something on the grounds that it is unimportant, or that you have many urgent things which ought to be done first when, in reality, you’re procrastinating.

eisenhower-box

If you’re putting off starting a project because you find it overwhelming, you need to take a different approach. Here are some tips:

  • Break the project into a set of smaller, more manageable tasks. You may find it helpful to create an action plan.
  • Start with some quick, small tasks if you can, even if these aren’t the logical first actions. You’ll feel that you’re achieving things, and so perhaps the whole project won’t be so overwhelming after all.

If you’re doing it because you find the task unpleasant:

  • Many procrastinators overestimate the unpleasantness of a task. So give it a try! You may find that it’s not as bad as you thought!
  • Hold the unpleasant consequences of not doing the work at the front of your mind.
  • Reward yourself for doing the task.

Here’s a bonus. Have you seen the story about rocks, pebbles and sand? Watch this video

(1) Quotes courtesy of Psychology Today and Joseph Ferrari, Ph.D., associate professor of psychology at De Paul University in Chicago, and Timothy Pychyl, Ph.D., associate professor of psychology at Carleton University in Ottawa, Canada.

(2) Other references courtesy of Mindtools.com

The Issue of Trust in Today’s Workforce

Employees in all job grades want to trust the people they work with. They want to trust their co-workers, their bosses, and the company leaders where they work.

Trends in recent employee engagement studies have revealed there is a declining spirit of trust. Actually the results are mixed in a strange sort of way.

In a recent study I conducted using my own base of social media followers, 63% of respondents said company leadership was trusted the least. The boss only got challenged by 16% while co-workers were mistrusted by 21% of the people answering the survey.

For many years, when employees were asked about trust at work, they pointed to their bosses as being the problem. Not so any more. Even co-worker trust was not a real issue.

The biggest gaps show up when talking about leadership at the top of the business. C-suite leaders are getting challenged by employees.

Internal and external surveys are showing that we have a growing chasm of trust between the top-of-house leaders and the employee masses.

How can that be?

First, it seems there is a credibility issue. Leaders may blame it on the pace of business. That means, things are moving so darn fast, decisions have to get made then changed right away.

However, workers see it as a flip-flop. The seeming flip flop of decisions cause employees to doubt the sincerity of what is coming from on high.

Next there is a reality issue. Workers don’t think senior leaders are adequately tuned in to the challenges on the front line. Budget cuts reduce jobs, leaving the survivors to struggle with doubled and tripled work loads to sustain revenue numbers that are not declining.

Seeing no actual decline in a company’s revenue leads workers to believe the leaders are not present, knowing what is really required to produce the outcome.

In addition we see a sociability issue. The younger workforce is asking their company to become socially responsible for social significance. Whether that is for carbon footprint reduction, social justice, or diversity, leaders are under pressure to perform. Those who turn blind eyes to these issues are not trusted.

What’s the Fix?

Building trust impacts all areas of our life. When we meet someone new, we start down the path for seeking trust by asking and answering questions.

The questions help inform us about the other party. Do we like the same things? Is there a common ground from which we can start building our relationship? The list of key questions can be long.

Employees do the same thing. We all show up to work with fundamental questions in our mind. The company leader/manager who does the best job of answering our questions gets our respect and trust.

My own experience as an executive and now, coach, has shown me six fundamental areas for the questions. All of the questions fall into one of these six buckets. I’m going to quickly list each section.

First, the People questions – do I even want to be here? Basic but powerful.

Next the Purpose – what is this team about and why do we exist?

Then the Plan questions – what is the plan we must follow to win?

Following those, there are the Practice questions – how do we operate? Systems, policies, and procedures can make or break our success.

Next you find Performance questions – how will I be scored and rated? Will the system be fair?

Lastly, we see Payoff questions – was it worth it? Should I do it over again?

Leaders Can Make a Difference

If you manage a team, think about any and all of the issues you face keeping the team inspired, motivated, and moving forward. I’ll bet you a nice steak dinner your team’s questions will fall into one of those six buckets.

Knowing these six secrets can radically improve your ability as a leader to increase the trust within your team. Answer the questions well and you will see your team transform.

Ignore the questions or give half-hearted answers and your trust scores will be very low.

I and a colleague, Roger Ferguson, have made a deep dive into this subject with our new book Trust at Work.” My coaching clients like ExxonMobil, Coca-Cola, and UPS have taken these directions and seen great results. You can too.

trust at work