(I wrote this for Philosophy in Action’s Newsletter back in September 2012, but it’s still relevant.)

A few days ago, I was riding my horse in our neighborhood arena while a father was attempting to teach his son to ride a bike in the grass. The father would push the son forward on the bike, and the son was supposed to pedal. However, even from a distance, I could tell that the son was getting scared and freezing. Instead of pedaling, he’d put his feet down into the grass and come to stop. The father had an excellent opportunity to talk to his son about overcoming fears.

Alas, that’s not what happened. Even from a distance, I could hear the father yell to his son in frustration, “If you’d only pedaled when I told you!” and “Why aren’t you listening to me?” Obviously, that didn’t help the boy pedal any better!

The father was making a very serious mistake in taking his son’s failure personally. He was seeing it as a failure to obey, rather than focusing on the son’s actual problem — namely, the difficulty of overcoming fears. As a result, the son was not only deprived of useful help about managing those fears, but also burdened with feelings of guilt too. Even worse, the father was telling the son that the son’s own judgment (including his fears) were not nearly as important as obeying the father’s commands. Oy.

Happily though, the father seemed to muster some better control over himself after that burst of anger. He stopped yelling, and the tension seemed to ease. Hopefully, he realized his error. Hopefully, he’ll stop himself sooner next time.

I’m not immune from the error of atttemping to dictate others — whether children, animals, co-workers, friends, or husband. I suspect that I’m not alone in that! So here are a few suggestions, which you can take or leave:

When you find yourself growing frustrated by the fact that other people aren’t doing what you’ve told them to do, remind yourself that they’re not likely attempting to spite you. Perhaps you didn’t give clear instructions. Perhaps you’ve asked too much of them. Perhaps they saw problems with your plan that you missed. Perhaps their goals don’t mesh well with yours.

Instead of stewing over their failure to obey, consider how you might be genuinely helpful. You might want to ask them if they want help. You might want to clarify your instructions. You might want to just keep your mouth shut.

Whatever the circumstances, acting like a petty tyrant is always the wrong answer. Nothing alienates rational thinkers — young and old — more quickly.


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May 092013
 

(I wrote this for Philosophy in Action’s Newsletter back in September 2012, but it’s still relevant today… and I’m still using the same technique!)

Just this week, I had my third horseback riding lesson with my new three-day eventing trainer. Lila (my horse) and I have made remarkable progress in just these three lessons, and my trainer has definitely noticed that. Hooray!

The main reason for my progress is that I’ve been ruthlessly purposeful about my training. After each lesson, I’ve taken notes on the main problems and exercises that we covered. (It’s a bit hard to take notes while on horseback!) Then I deliberately work on some of those issues every time I ride. Lila and I aren’t perfect by any stretch of the imagination, but we are making very speedy progress. That steady progress makes my riding and my lessons so much more enjoyable and satisfying. (Ideally, I’d like to find a way to video record my lessons, as that would be even better than notes.)

So if you’re spending your valuable time and money on learning any kind of skill — whether via dance class, dog training, or a sports clinic — make the most of it! Take good notes as soon as you can. Then practice the advice in those notes as often as you can. You’ll likely notice vastly better results in very short order.


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Apr 052013
 

Here, I offer you three tips on managing e-mail, partly inspired by the awesome podcasts of Manager Tools. (As with all such advice, your mileage may vary.)

(1) Don’t leave your email opening and running all day. It’s a major distraction from your work, and it leaves you feeling like all that you do is email. Instead, schedule blocks of time in which to process your email — and do nothing else. That focus will improve the quality of your emails, while decreasing the time required. (GAH. I need to start doing this again… and closing Facebook too!)

(2) Be willing to give very short replies to emails — or no reply at all. Just because someone emails you doesn’t give them a right to your time. Make sure that you’re not sacrificing what matters most to you in responding to other people’s emails.

(3) Make the purpose of your email clear to the recipeint at the outset: give the summary of what you’re telling or asking at the very top to set the context. Yesterday, I received a lovely email from a fan of Philosophy in Action. Alas, it began with two big paragraphs of personal history (700 words), and the request for an interview was left to the bottom. Not only might I have missed the request if I’d just skimmed the email, but I didn’t understand the relevance of any of the personal history as I was reading it. Putting the interview request at the top would have helped me understand the email better.

In essence, be focused, selfish, and purposeful in your emails!

Note: I published a version of the above commentary in Philosophy in Action’s Newsletter a while back. Subscribe today!


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Buckling Down and Getting Stuff Done

 Posted by on 5 March 2013 at 12:00 pm  Personal, Productivity
Mar 052013
 

Today, I found this delightful tidbit from the Manager Tools Newsletter (free to registered members) in my inbox:

Sitting at my computer this morning, I wished for one of those movie montages. You know the ones where the cool music plays, and several hours or days or months pass, and magically the protagonist has written a book, found love or become fit enough for a marathon.

If there was a montage of my office this morning, 300 words would magically write themselves, with a quick intercut scene of me tearing out my hair and drinking more coffee. Then, we’d switch to my screen, where windows would open and close as I add the different elements to the newsletter. And in 2 minutes, it’d all be done, and I’d be out with my friends in a bar celebrating the amazing open and clickthrough rates.

Ah, real life. Real life entails of consistent action. Day after day I collect ideas. Day after day I write something, anything, to practice writing effectively. Day after day I start with a blank page and wait for a combination of inspiration and perspiration to write.

We’d all like montages. But as Manager Tools says about management, it’s boring. One on Ones every week. Feedback every day. Consistent Coaching. Persistent Delegation. Career success is relationships, relationships, relationships with results and transitions. What gets results? Day by day minor progress.

Benjamin Franklin famously had a list of 13 virtues which he worked on from age 20 until he died aged 84. Every week, he worked on one of the virtues. Sixty years is a long time to think about (and definitely requires a montage). But if you spent one week, and every day worked a little on that project you’ve been meaning to get to, how far would you get?

Wowee, I desperately want a house repairs montage… you know, the kind with snappy upbeat music and where the video sped up so that everything happens in a few seconds. I can’t do that — the whole process involves an unbelievable amount of decision-making, coordination, and little tasks. The good news is that I’ve been able to effectively use GTD to manage the work… and tons of progress has been made in the last few weeks, as you can see here:

Alas, in repairing some warped baseboards in the laundry room and exercise room, we discovered a whole lot of wet and mold, thanks to water coming from the boiler room. At first, I thought that our boiler might be leaking, but then I recalled that the kitchen sink backs up into the floor of the boiler room. That’s sheer insanity, on so many levels, but apparently that was common in the 70s. (I blame drugs.) That happened once before a few years ago, and the water flooded into the office immediately, and it took the plumber hours to figure out what the heck was the problem. This time, the clog was partial, so that area had been flooding just a bit… for many weeks, I think. UGH.

The result was that the drywall under the baseboards was sopping wet and moldy. I’ve been spraying the drywall on all sides twice per day for the past few days, and it seems to be drying out and clearing up nicely. However, after SnowCon, I’m going to cut into the drywall under the baseboard to see what’s behind the wall. We might need to tear out the drywall and reconstruct that area. Let me tell you, I’m not looking forward to doing that, so I hope that’s not necessary.

But, if necessary, I know that I can do it given all that I’ve done already. Plus, once SnowCon is done, I won’t nearly as stressed as I am now. Still, I hope that everything dries out nicely, so that we can just slap the baseboards back on. That would be really lovely.

Please, WTFairy? Pretty please with bacon on top?


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Increase Your Productivity with Three Things

 Posted by on 4 December 2012 at 10:00 am  Advice, Productivity
Dec 042012
 

The super-awesome Manager Tools offers a really good newsletter to registered members with useful tips for work. They’re not always relevant to me, but many are indispensable gems that really make a difference in my productivity. To wit:

Do Three

There’s something magic about the number three. The idea that you can get three things done is not overwhelming but feels like progress. Three (of course) ways you can use three to things done:

One: Pick the next three things you need to do. Write them down on a post it or a piece of scrap paper. Do them. Every time you get distracted and think – what was I supposed to be doing? – go back to your short list. When you’ve done the first three, do another three. You’ll be amazed at how many completed postit notes you’ll end up with. I find this helps on days full of interruptions or when I’m feeling a little High I.

Two: At the end of the day, pick the most important three things for you to do the next day. Write them down. Do those things FIRST, before email, before phone calls, before any meetings. If you use this technique, you’ll always be working on your priorities.

Three: If your list is very long, pick three like things, and do just those. Three phone calls, three emails, three pages you need to print, three pieces of filing. If you like stability, do three more of those things until all that group is done. If you like variety, do three of something different.

None of this is rocket science. It’s all about overcoming inertia, often caused by overwhelm, and getting moving. Once you’re moving, things become much easier – you’re buoyed by the progress you’re making. It doesn’t matter if you’re entry level or the CEO, some days we all need a little help to get past our own flaws. Try a little three today.

I’ve begun implementing this technique this week, and I’ve found that I’m far more focused and productive. Right now, in fact, the three things on my list are:

  • Process inbox (that’s emptying my email inbox)
  • Wednesday Radio, Step 2 (that’s promoting the upcoming live broadcast)
  • Sunday Radio, Step 4 (that’s promoting the posted podcast)

Right now, I’m on the first task. The newsletter was sitting in my inbox, just waiting to be blogged. And now I can delete it and move to the next email. Hooray for getting stuff done!

You can find all the past newsletters of Manager Tools here. You can register with them — it’s free! — here.

Now … what are you three things to do next?


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Sep 122012
 

I found this image on Facebook, and um, well, I can’t help but relate to it.

As it happens, however, I discussed “The Problem of Procrastination” in an early webcast, back in 2010. In case you missed it:

Tags: Emotions, Procrastination, Productivity, Psycho-Epistemology, Psychology

Now that I think about it, I wonder: Is procrastination related to a person’s DiSC personality type? I googled, and found this interesting article discussing how and why each of the four types tend to procrastinate:

High D

The person with a high D DISC profile is associated with adjectives like decisive, strong-willed, goal-oriented, and bold. Many things that others might allow to become subjects of procrastination, the high D won’t because of a behavioral bias toward decisive action. If something is not moving toward a goal it is likely to be dismissed, or delegated to another to accomplish. If it is moving a goal forward then it will probably be acted on immediately – the fear and doubt which may cause others to stall on a task isn’t usually a problem for the bold D. However, if a high D is avoiding something due to an emotional conflict or a misalignment with personal motivations, he or she is more likely to displace the task with other activities than to stall out and do nothing.

High I

A person whose DISC profile indicates a high I is associated with words like flamboyant, gregarious, pleasing, political, enthusiastic and superficial. Distraction is often more the cause of lapses in productivity for this individual rather than procrastination, however, if a task requires working alone, in seclusion, or is something that is perceived of as not fun or popular, then it is far more likely to be avoided by the high I. When confronted with an undesirable activity the high I will often seek comfort through interaction with others, which can cause a losing track of time – a form of unintentional avoidance. The high I will almost always procrastinate when it comes to chores like giving people bad news or disciplining others – they avoid things that might cause the other person to have a negative reaction to them.

High S

Words like persistent, patient, modest, predictable and resistant to change are associated with the high S DISC profile. That means an S is more likely to resist activities that disrupt familiar routines or threaten the balance of established relationships. The high S person can be very productive if the routine of activities aren’t prone to rapid change or disruption, she thrives on steadiness not chaos. Procrastination brought on by emotional stress or intimidation may not be outwardly obvious – the high S can have a relaxed, even phlegmatic demeanor – they are unlikely to rebel vocally against an undesirable task, so a manager may not realize they have given the high S an assignment that is distasteful. Of the four categories, the high S is the most susceptible to procrastination – slipping into the mindset of hoping that the situation will go away if ignored, or that “time will solve the problem.”

High C

The high C DISC profile is associated with perfectionism, meticulousness, and being strict about rules and procedures. The high C is typically very disciplined and detail oriented – tasks that other DISC styles might avoid because they seem dry, procedural or tedious, may actually be well-suited to the high C. Additionally the high C may have a lower empathy for procrastination by others because it can threaten processes and carefully architected systems. When the high C falls off in productivity it is more likely to be because they have let perfectionism get in the way than because they are avoiding a step in the process. Unlike the high S, when faced with a task that breaks compliance with procedure, the high C is likely to express the displeasure.

My tendency is definitely a mixture of the High D and High I. I procrastinate by doing a bunch of other tasks, usually not of any particular importance at that very moment, rather than do the task that I’m uncertain or conflicted about — or the task that I find boring.

Are these descriptions apt for your DiSC type? Tell us in the comments!


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On Wednesday, April 25th, I broadcast my first episode of Philosophy in Action Radio on BlogTalkRadio! It was hugely fun for me to do, and I think it went really well. Many thanks to everyone who called in!

My next will be on Wednesday, May 2nd at 9 pm ET / 8 pm CT / 7 pm MT / 6 pm PT. Once again, it will last for a half hour. The theme of that show will be “Protecting Your Privacy.”

The audio quality from the version recorded by BlogTalkRadio, so I used the audio file that I recorded locally. Hence, at the end, you’ll hear a few alerts from BTR about how much time I have left.

Topics Discussed

  • The nuts and bolts of this new call-in radio show
  • Productivity is not a matter of willpower
  • Doing a boring job that just pays the bills
  • Dealing with overwhelming quantities of email
  • Making progress on long-term projects
  • Dealing with burnout
  • Keeping motivation without deadlines

Listen Now

    Duration: 29:56

Download the Episode

Subscribe to the Feed


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Apr 272012
 

I love a bit of silly, including in work. That’s certainly reflected in my own style of webcasting and blogging. Happily, lots of people enjoy that: I routinely receive e-mails expressing delight that I make exploring ethics and philosophy enjoyable, as opposed to feeling like a burden or a chore.

Recently, I discovered that MailChimp takes their form of silly to a particularly high level of awesome. Let me explain.

MailChimp is an e-mail newsletter service, and I use it for my weekly Philosophy in Action Newsletter. (Not yet subscribed? Gack! Get yourself subscribed today!) I’ve been really pleased with their offerings and prices. (They’re better than Constant Contact, particularly on price.)

I’ve also been entertained by their little touches of irreverence. So in their header, they’ll have their chimp logo say and link to something amusing. For example:

That links to this silly video of Chimpanzee Outtakes.

Even better, the bacon lance:

That links to this awesome video:

It gets even better than that, however. In my settings, I found this switch for “Party Pooper Mode.”

So yes, you can turn off the bits of humor in MailChimp. But if you do that, they’re going to poke a bit of fun at you, just one last time. I love it!

Some people, I’m sure, find such humor quite offensive. I’ve noticed that some people seem to think that a person can’t be doing good work unless dead serious. Yet a bit of observation easily proves that false. Particularly in customer service, a touch of humor can brighten a person’s mood and create goodwill. (Think Southwest Airlines!) The same is often true for dealing with co-workers, clients, suppliers, and the like: a touch of benevolent humor can make the work so much more enjoyable.

With the use of humor, a person must aim for that Aristotelian mean — meaning using humor “at the right times, with reference to the right objects, towards the right people, with the right motive, and in the right way.” That “mean” may depend on the individual too, as people differ in their senses of humor — often purely as a matter of personality, not morality. Of course, it’s good to be sensitive to the preferences of others.

So if you think that philosophy or business or politics or romance or sex or parenting or almost any other pursuit in life is TOO IMPORTANT to ever be lightened by benevolent humor… think again. Heck, even dour-faced rationalism can be funny!


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The Spark of Motivation

 Posted by on 25 April 2012 at 8:00 am  Ethics, Motivation, Productiveness, Productivity
Apr 252012
 

In Sunday’s Webcast, I answered the question, “How can I encourage my friends to be more purposeful and passionate?”

I posted the question in advance to OProducers, and Rose W. posted the following reply. It took a different direction than the bulk of my own answer, but I really liked it. Happily, Rose gave me permission to repost it here:

I’ve noticed when interacting with people they can be divided into two distinct groups, those who have “the spark” and those who do not. People with the spark don’t need someone to motivate them. They know what they want, what is needed and go for it. They might need a friend to talk to about specifics but what ever their current focus they attack with a drive. They always have initiative.

On the other hand those without the spark are the opposite. They can be excellent at following directions but will never do anything on their own. They do the bare minimum and have no direction without someone to provide it. For example contrast my favorite babysitter with one I tested in the past. My favorite taught my girls some French and sang opera to them. If kids were in bed the dishes would get washed and toy messes would magically vanish. She was passionate about the job and did it to her best ability. She does everything like that. On the other hand the teenager I tested had no spark. We had an agreement she would do certain household tasks. She washed the dishes I specifically asked her to wash and then left the plates the girls cleared while she was here on the counter untouched. It was like there was no motive power beyond my instructions. The quality of her work was also very low.

The thing is I think the spark is something everyone might be born with… but too often it’s put out before it has a chance to grow. I have no idea how to restart it once it’s been killed. You can’t talk someone through finding their passion. Then you are providing the substitute spark and it will be gone when ever you are. You can’t hold someone else up. I could have told the second sitter “Wash those. And wash this way. And remember to dry.” But she’d be running off my instruction and not herself.

I’d say the best you can do is look for the spark where and when it exists and help fan the flame. Don’t push someone to do something but do provide support and good words to encourage them when they are using their own judgment. Don’t tell someone what to do. Ask them to think about their judgement and what they think they should do. Help them remember what the world thinks doesn’t matter.

That’s why I like positive discipline and teach my kids at home. It’s preventive medicine against what ever in the world is killing people’s spark. Encourage kids to be their own person and grow their own ideas and deal with their own consequences.

Thank you, Rose!


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Apr 202012
 

Earlier this week, someone posted this article — $5 million in revenues, 3 years in business, 4 lessons learned: Tips from a successful startup CEO — to OProducers. Santiago Valenzuela quickly responded with the following really useful comments. (I’m reposting them with his permission.)

I really dislike super-generalized “tips” like that. I often find it’s either uselessly general (“Be flexible”) or simply not really useful (“It’s possible to succeed in a recession” — this isn’t news, as evidenced by this 4 year old article.)

I’m nowhere near as successful as that guy, but here’s what I’m learning in my office furniture business. Different observations are, obviously, quite welcome:

1. Focus on what’s important: profits.

Being a small biz guy, everything is held together by bubble gum and shoe string. It’s easy to get lost improving little things and not focusing on the big picture, which is the next action that will move a customer to a sale. For me, that means keeping my name out there on online sites like craigslist and responding promptly to sales calls and emails. For you it might mean something else, but if you’re rearranging chairs instead of doing that, stop. You can literally spend 24 hours a day improving your business, but you need to focus on what’s important — which is making profit, not looking pretty.

I suspect that the thing that is both most important and most likely to get set aside for make-work is sales. Unless you start with significant seed money, you’ll be a salesman, at least at first. If you suck at sales, grab a book (How to Win Friends and Influence People is a great place to start) and learn.

2. Keep your network up.

Approximately 25% of the work I get comes from referrals or returning customers. This is setting up cubicles for offices. It always, always, always requires at least one follow-up phone call. A lot more of your work can come from these, I would bet. Get cards, call people every so often and ask them how they are doing and if they have any additional needs or people they think you would be a good fit with. If you did a good job for them, they like you, and a real person saying “This guy is great” — that is golden advertising that you can’t easily get otherwise.

3. Keep in mind why people buy your product.

Often the pricing for your product is based on your perception of its value — which is based on things like the materials you purchase and the time you put into it. This is the wrong way to go about selling stuff. While it is pretty obvious, I’ve seen others do this too, at surprisingly high levels. Instead, focus on why the customer would want to buy what you’ve got. For me, I emphasize a quick turn-around time and a free consultation where I suggest ways to arrange cubicles/desks to minimize expenses while still covering their needs. To emphasize this, I am starting to experiment with a pricing scheme that’s based on a per-person basis rather than per workstation / cubicle.

I focus on sales-y stuff like that because I have found it’s really rare for people to suck at what their business does. Programmers generally program well, for example. But it’s very easy to try and stick to your core competency and not branch out to where you need to go to succeed, and are probably currently pretty weak. If I could do one thing differently it would be to have gotten on top of sales and networking and spent less time obsessing about my inventory and the pricing. The former is far less important than the latter; if you master the former, you can be much more flexible with the latter.

Anyway, I hope this is useful and actionable, which I think all management advice should be.

I have a strong tendency to fail on Point #1, probably mostly due to some fear of trying the unknown (and perhaps failing) plus some perfectionism. Basically, my brain says: “Oh, that looks big and hard, and you might fail! Let’s tinker with the little stuff instead! You need to get that just right!” I hate being in that mode, but I find it hard to break out of absent some clear big goals to consume my attention. However, merely reminding myself to “stop rearranging the chairs” will be helpful, I know. That will force me to look at my bigger goals, and start working on them.

Where do you struggle?


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