Are you a filer or a piler?

Tax season has again come to a close, bringing with it many firm resolutions to be better organized next time around. As I searched for receipts this year, it occurred to me that my organizational tendencies have evolved over time from that of a “filer” to a “piler.”

Einstein

Einstein supposedly once said, "If a cluttered desk signs a cluttered mind, of what, then, is an empty desk a sign?"

Filers, as you might imagine, are more likely to put things away, either in an actual file folder or in a notebook or drawer. They’re also the ones who create Outlook folders and color-code their e-mails. We pilers like to spread out. Yes, we certainly make piles. But as I learned from doing a little research, we’re much more visual and like to be able to see everything in plain view.

I guess this explains why my dining room table is a repository for mail, receipts and papers, and the refrigerator is a place to display schedules and notes. Probably the most extreme thing I do—to the point of crashing my computer—is open dozens of windows at a time on my iMac desktop. It’s not unusual for me to be running Word (multiple documents), Excel, Firefox, Chrome, my calendar and a mail program at the same time. In each of the browsers, I’ll have 20 or 30 tabs started so I can toggle back and forth to see everything I want to see.

You know you’re a piler when you get a tinge of pleasure out of discovering a stack of papers squirreled away somewhere. Like an archeologist conducting a dig, I get a kick out of seeing all of the items associated with each layer of the pile. That’s because I’m a pure, free-form piler. I don’t organize my piles by category, at least not at first. So a raw, unaltered pile (in its natural state!) is a little slice of history. Often it triggers memories and connections and gets my creative juices flowing.

Many people associate piling with messiness and chaos. Not so! A company called Pendaflex (sellers of office-organizer products) commissioned a study on  “the psychology of stacking” and found that we pilers are pretty smart cookies. Pilers often know exactly which pile to find things in. They also tend to be “big-picture” people who don’t get lost in the details. According to Sharon Mann, an organizational expert who authored the study, pilers “adapt by either developing their own systems to handle the details, like piling, or surrounding themselves with people who can effectively implement details.”

Mann notes that “anxious individuals are likely to be filers. The act of maintaining order in their world—and their workspace—is soothing. It helps them feel like they’re in control of their environment and their feelings.”

Then there are the “tossers.” These are the people who just throw everything away. According to Mann, “They don’t have the skills to maintain organization, so these natural risk takers get rid of almost everything. To be successful, tossers need to learn how to identify what they’ll need in the future, and find a way to hang on to it.”

You can find plenty of books, magazines and advice online for better organizing yourself and your small business. A good start is to acknowledge your personality type and to work with it. It’s okay to be a piler, but you might want to at least organize your piles—for example, one for business expenses, another one for utility bills, etc. You can also buy organizers like baskets, trays and shelves that allow you to pile in a neat, visually pleasing way.

Not sure if you are a piler or a filer? Take this test from Better Homes and Gardens.

Posted in Getting started, Organization | Tagged , , , | 4 Comments

Avoid these 10 pitfalls when having ‘difficult talks’

Having what executive coach Alan Cohen calls a “difficult talk” with an employee, business partner or client isn’t easy. I would say for most people, it ranks up there with having a root canal or scheduling a colonoscopy.

Those Difficult TalksCohen spoke at a PRSA-NCC workshop last week and has written a book called “Those Difficult Talks for PR Pros.” He had a successful career in public relations in New York before becoming a coach and trainer working with executives and business owners to improve their performance and productivity.

When I look back on my management days, there definitely were some conversations I dreaded having. I had to steel myself for the encounter, and I can’t say they went exceedingly well. In his book, Cohen points out what I painfully know from experience—PR people don’t like confrontation. For that matter, who does?

Yet, we all know these kinds of conversations need to take place from time to time in order to maintain a healthy, well-run organization.

So what’s a manager to do in a tough situation? Or what’s an employee to do when he feels the relationship with his boss or a colleague isn’t working?

Cohen provides a number of tips and some helpful checklists in his book. I like his list of 10 things not to do when you need to have a difficult talk. Here are some common pitfalls you should avoid:

  1. Not preparing for a talk. Just winging it is never a good idea.
  2. Not considering the state of mind of the other person, especially if they are exhausted or depressed.
  3. Having the talk in front of other people.
  4. Doing it when you are not in a healthy state of mind.
  5. Giving too many examples. There is no need to “throw the kitchen sink” at the other person.
  6. Not willing to listen to the other person.
  7. Focusing more on winning the fight than on the long-term relationship.
  8. Being too attached to being right.
  9. Having a difficult talk when one or both of you are tired, hungry or irritable.
  10. Procrastinating until a situation explodes.

Cohen encourages the initiators of difficult talks to consider solutions that result in a “win-win-win”—a win for them, a win for the other person and a win for the relationship.

Unfortunately, difficult talks—especially when they involve HR or contract issues—often get put off until there aren’t any wins possible for either party. A manager waits until it is too late, and then there really is only one course of action and no viable alternatives.

It’s hard to change human nature, but Cohen makes a good case for why taking on difficult talks earlier, rather than later, makes a lot of sense. He also makes it clear that listening, engaging in dialogue and moving towards a “courageous solution” are the keys to productive workplace communication.

What difficult talks have you had to have, and how have you handled them?

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Remembering Robin Johnston: ‘Mission accomplished’

Sometimes events stir up memories. Disparate strands become tangled. Thoughts converge. Then sweet reflection, followed by a blessed “Aha!” moment.

I recently finished the book “When Bad Things Happen to Good People” by Harold Kushner. It’s not a new book (published in 1981), but I had never picked it up before. And I probably wouldn’t have read it if it weren’t for the fact that my church selected it as our Lenten study. That’s Strand 1

In the garden

The garden is good place for reflection and discovery. This is from my parents' old house. Lots of work went into this backyard oasis.

As I read Kushner’s book and thought about some bad things that have happened to good people in my life, I couldn’t help but think of my friend and colleague Robin Johnston who died from breast cancer three years ago. Strand 2.

Robin was a devout Christian and nudged me in that direction. She died on Palm Sunday. This year the anniversary of her death was Maundy Thursday, which commemorates the Last Supper and Jesus’ commandment to his disciples to love one another and to remember his sacrifice. Strand 3.

Piecing those strands together, I knew it was time to revisit Robin’s death—armed with new ideas from Kushner and my journey as a “revert” Christian. (I learned from a USA Today article last week that when you return to the religion of your childhood, you are a “revert.”)

I thought about Robin’s funeral and being asked at the last minute by her family to speak. Feeling unprepared, inadequate. If I only had the wisdom of Kushner’s book, I could have made so much more sense of Robin’s untimely death. Well, perhaps not, since Kushner plainly says there are no easy answers to why bad things happen to good people.

Shortly after she died, I wrote a tribute about her in NAFCU’s magazine. I thought that was my good-bye. But I felt her presence tug at me from time to time, and I wondered if she somehow was aware of the changes in my life. Even before her death, the transformation was occurring. A mission trip to Alaska, then Brazil. My Emmaus walk. Serving on AUMC’s Missions Committee. Helping the homeless. I think she would have been proud.

I can now see that she was a model for how to live your life with God front-and-center. Lucky for me, others came along to pick up where she left off, representatives of a life that was there for me all along if I would just believe and accept. Easier said than done for a “stiff-necked” guy like me.

In his book, Rabbi Kushner cautions against making the dead the “devil’s martyrs.” By that he means not letting our hurt over someone’s death turn us away from God. Drawing on the work of German theologian Dorothee Soelle, he suggests that the “one crucial thing we can do for them after their death is to let them be witnesses for God and life, rather than, by our despair and loss of faith, making them ‘the devil’s martyrs.’ The dead depend on us for their redemption and their immortality.”

As I read those words, a light bulb went on inside my head. Robin’s death had been a great loss, but it made me all the more determined to continue on my spiritual journey. I like to think that little shove she gave me was heaven-sent. Thinking about all of this on Easter Sunday made me realize, “Wow, that’s powerful stuff. Only God could do that. Mission accomplished, Robin.”

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‘If ever there were a spring day so perfect’

peony

Peonies blooming next door on Easter weekend.

Today

If ever there were a spring day so perfect,
so uplifted by a warm intermittent breeze

that it made you want to throw
open all the windows in the house

and unlatch the door to the canary’s cage,
indeed, rip the little door from its jamb,

a day when the cool brick paths
and the garden bursting with peonies

seemed so etched in sunlight
that you felt like taking

a hammer to the glass paperweight
on the living room end table,

releasing the inhabitants
from their snow-covered cottage

so they could walk out,
holding hands and squinting

into this larger dome of blue and white,
well, today is just that kind of day.

Billy Collins
From
 Poetry magazine (April 2000)

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Climbing on the bus is just the beginning of the journey

Bus

Learn to drive, not just ride.

From literature and cinema we learn that momentous changes can net larger-than-life results. We love it when the protagonist finally quits her dead-end job, decides to start over or abandons everything she has to pursue her dream. And then, of course, she becomes wildly successful. The formula is actually pretty simple:

Bold, life-altering decision = Uplifting, emotionally charged denouement.

Characters make heroic decisions, no-turning-back-now changes that in real life might seem impossible but always work out in a novel or movie.

Or do they?

A lot of books and movies are populated with change agents, but it’s not clear whether they’re committed to executing change. That’s because the story ends before reality sets in. Either it’s a “happily-ever-after” ending, or we just don’t know what becomes of the characters.

One of the all-time best films from the ’60s is “The Graduate.” Great acting by Dustin Hoffman and Anne Bancroft, great music by Simon and Garfunkel, great lines (“You’re trying to seduce me, Mrs. Robinson”) and an ending that makes you wonder.

The ending is what stays with you. It’s the part where Benjamin stops Elaine’s wedding, and they bolt out of the church and jump on a bus. In the final scene, though, you see the excitement of their elopement start to turn into “what the heck did we just do?” It’s at that moment the film ends.

http://www.youtube.com/watch?v=ahFARm2j38c&rel=0&w=400

Benjamin has rejected the world of “plastics,” but just what is the next step for him? And are he and Elaine willing to do the work required to make their new life a meaningful one?

We all know deep down inside that change is hard work, but often we long for a fairy-tale ending where life is an effortless walk in the park. Maybe we’ll win the lottery, or maybe that new job will just magically fall into place.

“The Graduate” is a great movie, but it only takes us halfway there. It’s that second part (actually living the change) that can trip us up and cause disappointment and heartache if we’re not fully committed. Climbing on the bus is a start, but at some point you have to start driving it.

Despite all of the self-help advice out there, there really aren’t any magic tricks to change. It’s just plain work. To me, the keys are commitment, daily practice, perseverance and almost certainly some pain and setbacks along the way.

Maybe a better movie to study is “Rocky” and Sylvester Stallone’s training regimen. If you want to sprint up the steps to the Philadelphia Museum of Art with Bill Conti’s “Gonna Fly Now” theme in the background, then you better start doing one-handed pushups and drinking that raw-egg concoction!

http://www.youtube.com/watch?v=ioE_O7Lm0I4&rel=0&w=400

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Are you watching your business or just letting it be?

I’m not a big fan of going to the dentist, but there is one thing my dentist does that leaders and business owners can benefit from, and that’s having a “watch list.”

watch listWhen I go to in for my six-month checkup, the hygienist always lets my dentist know which teeth are my “watch” teeth. Those are the ones where there might be something wrong—the ones he probes with his sharp, pointy tool to see if there is a crack or decay. Thankfully, most of the time I pass this test and get a clean bill of health.

Incidentally, I have a watch list of plants in my garden that never seem to do as well as I would like. They are the ones I have to check on to see if they need extra water or a dose of fertilizer.

Are you watching your business the same way? Or are things just on autopilot? I would advise creating a list of items to watch on a regular basis. And on that list should be the things that you suspect may need extra attention.

It might be employees who haven’t performed at the level you would like. It might be a business unit that has slipped a little on meeting its goals. It might be projects that are behind schedule. It might be a board member who seems out of touch. Or it could be you aren’t following your strategic plan the way you should.

The same goes for your personal business plan. My little solo venture is still new, but even I’ve reached the point where I know I need to start checking up on myself.

A watch list isn’t the same as a checklist of procedures, like the kind a pilot goes through before takeoff. Nor is it benchmarking or reviewing the goals you’ve set. No, a watch list is for those problems that you aren’t yet sure really are problems. It’s more of a hunch, or maybe you don’t have all the data yet but you’re nonetheless concerned. It’s your chance to nip problems in the bud and stay on track before there’s any slippage.

One piece of advice, though, for managers: Make sure your employees understand your reasons for the watch list. Engage them in creating it. There’s nothing worse than a manager or CEO who has a secret list of problems or asks a lot of pointed questions without any explanation. Don’t kill morale with your watch list. Use it to share concerns and jointly problem-solve. Better yet, teach your team members to create their own watch list and give them the support they need to be forthright about bringing potential problems to your attention.

Posted in Entrepreneurship, Leadership | Tagged , , , | 2 Comments

Leadership lessons from Jobs, Isaacson and Collins

If you didn’t have time to read Walter Isaacson’s biography of Steve Jobs, you can now read a shorter, condensed take on the Apple cofounder’s management style in an article Isaacson penned for the April Harvard Business Review called “The Real Leadership Lessons of Steve Jobs.”

Walter Isaacson

Walter Isaacson from tech.fortune.cnn.com

As you might expect, bloggers have already condensed Isaacson’s 7,000-word HBR article into “14 Leadership Lessons from Steve Jobs.” So if you don’t even have time for Isaacson’s article, go straight to one of the summary posts that hit the blogosphere this week. This one by Bryan Chaffin in The Mac Observer will give you the highlights.

I’ve written about Jobs before (see related posts below), but I wanted to mention two key leadership lessons that I think go hand-in-hand: “focus” and “simplify.” Jobs was legendary for his ability to stay focused on those products and markets where he wanted Apple to dominate. Upon his return to Apple in 1997, he reduced Apple’s offerings to just a few core products. He jettisoned lines that weren’t profitable or didn’t fit into his vision for Apple. The company has stayed consistently focused since then, even as it moved into music (iPod) and mobile phones (iPhone). And, needless to say, it has done exceedingly well as a result of staying committed to its core business philosophy.

“Simplify, simplify,” Thoreau told us in “Walden.” Much of the Mac mystique has always centered on how simple, elegant and user-friendly Apple’s devices are. Their use is so intuitive that Apple has all but dispensed with manuals. But that simplicity extends to the company’s culture and is frankly the hallmark of its business model.

Jim Collins, one of the great chroniclers of outstanding business leadership, has said for years that businesses need to simplify and concentrate on what they do best. In his seminal book “Good to Great” he introduced the “hedgehog concept” to illustrate how great companies discern and then focus on what they are most passionate about. As he describes in a later article:

Jim Collins

Jim Collins from jimcollins.com

“The essence of a Hedgehog Concept is to attain piercing clarity about how to produce the best long-term results, and then exercising the relentless discipline to say, ‘No thank you’ to opportunities that fail the hedgehog test. When we examined the Hedgehog Concepts of the good-to-great companies, we found they reflected deep understanding of three intersecting circles: 1) what you are deeply passionate about, 2) what you can be the best in the world at, and 3) what best drives your economic engine.”

Collins has often said that great business leaders know when to eliminate those things that aren’t working. Sometimes those decisions are painful, but they almost always result in greater success than sticking with the status quo.

In this season of spring cleaning, now is a good time to throw out what isn’t working or is no longer necessary. Collins wrote an article for USA Today a few years ago about his annual “stop doing” list. It’s a great read and will get you thinking about what you need to really focus on in your life and business.

Related posts

Reassessing Steve Jobs

WWSJD (What Would Steve Jobs Do)?

Posted in Goal setting, Leadership | Tagged , , | 1 Comment

‘Strumming my six-string’ or how I met Parker

Parkwood six-string guitar

Chillin' with Parker, my six-string guitar.

I have a Parkwood acoustic guitar that I call Parker. He and I have been together now since the fall of 2007. I wouldn’t say that we are inseparable; but I can say that wherever I go, Parker soon follows.

I’ve gotten used to Parker’s sound and the feel of his neck. I suppose he’s gotten used to my fingers fumbling for chords and my rudimentary picking. Hopefully, he can forgive me for playing the same songs over and over—and over.

Part of my wayward journey involves Parker. He and I became friends at a time of great personal upheaval (the roller coaster of separation, then divorce), and I wanted music to be in my life again. I played trumpet in high school and college. I also took up piano for a while. Then all of that slid by the wayside as career and family life took over. Fast forward about 30 years, and I was in serious midlife crisis mode. Music seemed a way to help me navigate some pretty rough seas, and I had always wanted to learn to play the guitar.

So my son, who is a really good guitar player, took me to Guitar Center, and we tried out guitars. I had no idea what to look for, but Parker caught my eye and I knew he was the one. Maybe it was love at first sight.

I bought Parker and fooled around on my own for about five months, struggling to figure out an instrument that turned out to be harder to play than I imagined. “If teenagers can pick up the guitar, why can’t I?” I lamented.

Finally I broke down and signed up for lessons at a Music & Arts. Once a week, I drive to a shopping center in Springfield and take a lesson from Matt. At times it seems absurd, this young guy teaching me songs that I grew up listening to, but he knows only through YouTube. Something about it clicks, though, and I’ve made Wednesday evenings my special time to be with Parker and Matt.

Matt doesn’t so much teach but show me music. Each week, like a doctor, he prescribes a new song for me to play. He writes down the tablature in my spiral-bound music book, and we go through it a couple of times. The rest is up to me.

You’d think after four years of these encounters, I’d be pretty good; but that would be a wildly generous statement. I can play the basic chords finally, but I am nowhere near where I’d like to be. I’m finding that the guitar is an amazing instrument, one that I’m not sure even great players ever totally master.

But I do have an advantage over younger, less-patient students. I know from my years of practicing the trumpet that it takes time. I started the trumpet in fifth grade and didn’t really start feeling good about my playing until high school. So I know that practice and persistence can pay off. I went from being one of the worst trumpet players in ninth grade to first chair my senior year.

There are some things in life that you try to work into your busy schedule no matter what. Playing Parker is one of those for me. Music is a soothing balm, a magical, lyrical space that is more than just tempo, fingering and sound. It can be spine-tingling and magnificent, it can be wild and energetic, it can be as peaceful as a lullaby. It’s therapy, wonder and exercise all wrapped up in one beautifully fashioned piece of wood and six stretched, metal strings.

If you have never taken up an instrument, I highly recommend it. Study after study shows the intellectual, emotional and health benefits of playing and listening to music. It’s a proven fact that music can reduce stress, even lower your heart rate. So if for no other reason, chill out to your own version of Parker. You won’t regret it.

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Change isn’t an iPhone app

I was in a meeting the other day, and someone threw out the phrase “change management” as if it were an app you could download onto your smart phone and instantly, magically start changing.

ChangeI thought about this later and wondered what it might be like if you could walk into a convenience store and buy a six-pack of teamwork or a bag of enlightened leadership. “Attention K-Mart shoppers: Over on Aisle 3, we’re having a blue-light special on employee engagement. Buy two, get one free!”

You may laugh, but every time I log onto LinkedIn, I’m confronted with dozens of articles about management and leadership. I read blogs about it, I get e-mails and tweets about it. All neatly packaged into “7 things every leader needs to know,” “5 ways to build effective teams” or “10 tips for better meetings.” If we just read enough of these articles, we’ll all become empowered, engaged and enlightened, right?

Ah, I wish it were so. Change is difficult, and it’s not easily distilled into a few glib tips. A post by Larry Winget last week called “The 5 Things You MUST Do To Create Positive Change In Your Life” said it well: “No change is going to happen without work and action. There’s no way around it, so roll up your sleeves, get off your butt and do the work.”

The other point that Winget makes is that you must be committed to change, and you need to know (deep down inside) why you want that change. Nowhere is this more evident than in changing personal habits.

I am on an exercise kick these days, but it hasn’t been easy. My goal is to “do something” every day. That something can take the form of a walk or a spin on the NordicTrack. So far, I’ve been pretty good about it, but I admit there are days when I lack the motivation to do anything but sit in front of my computer.

Think about the cottage industry that has grown up (okay, it’s a huge industry now) to persuade and help us lose weight and exercise. These are both things that we know we should do, so why is it so hard to actually do them?

Perhaps we don’t have the discipline, or perhaps as Winget says, we’re not changing for the right reasons. Guilting yourself into a change isn’t the right reason, nor is doing it for someone else (even if it is a loved one). Until you come to terms with why you want to change and are fully committed to it, it’s just not going to happen.

It also helps to have people in your life supporting you and cheering you on. It could be a weight-loss program or an exercise club, or it could be family members, friends or coworkers whom you’ve asked to help you.

When you have setbacks, Winget says, pick yourself up and start again. “Success is about moving past failure. Don’t cry, don’t whine, don’t get stuck. Just play through the pain and keep going no matter what. No excuses are acceptable.”

Finally, he says, “When you get to where you want to be, celebrate. That’s the pay off. Celebrate your victory, set a new target and get back to work.”

Change sign from mesacam.wordpress.com.
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