The Voice for Insightful Leadership with Shelley Row, P.E.

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It was a dark, stormy night. Rain was falling in buckets as we drove to Houston to pick up my sister at the airport for the holidays. The white lane lines were scarcely visible. We had a general outline of the road but were stressed because of the limited visibility.  Suddenly, the road lit up like the proverbial Christmas tree. The lane lines were raised reflective markers and they glowed through the dark rain like beacons. The road was clearly visible.  There was no question that we were on our path and our relief was palpable.

Your plans for 2019 are like the road. Perhaps you set your goals and they are completely clear in your mind. But how well have you communicated those goals to staff?  Even if you see clearly, your staff may not. They may be generally on the right road but without clarity, they can feel the stress of uncertainty and that wastes energy and time. When your goals are crystal clear, your staff is relieved of that uncertainty and can focus on execution. It’s like having the road to their goals lit up with reflective markers.  How do you bring that goal clarity into your workplace?

  1. Set clear goals. Your staff wants to know that you, as the leader, know the direction of the organization. If you haven’t already, take the time to consider your 2019 goals. It’s like picking the route you’ll travel this year just as we picked the road to Houston. When you think about 2019, what course are you on? What are your goals for the year? What are the major activities you intend to accomplish? Write them down now.
  2. Metrics. How will you know that you achieved the goals? I like to ask clients, “What does success look like?” This question is a great way to crystalize your expectations. Success may look like a revenue target, or a target for new clients, or specific behaviors for customer service. Once you know what success looks like, what are the metrics? Maybe it’s financial or maybe it’s that staff manage client calls in an efficient, friendly way. For each goal, write down the metrics or behaviors you associate with your goals.
  3. Share with staff repeatedly. You need goal clarity and so do your staff. Don’t underestimate the difficulty of assisting staff to internalize the same goals. This is a key job for you! You must share the goals and share them again and again, to embed them in long-term memory. Once is not enough. Neither is printing them on a poster and thinking you’re done. Repeated, specific goals, with metrics, are the reflective markers along the way that reduce stress and provide clarity. It’s key for staff to know, really know, the expectations for them and the organization. Clarity eliminates wasted energy on speculation and allows all that energy to be directed into performance.
  4. Report progress. Progress reports demonstrate that you are serious about the goals. Visible reporting of progress reinforces the goal and creates more clarity. It reassures staff that they remain on the right road and that their way forward is still lit with bright lights.
  5. Celebrate success. Divide the goal into chunks and have mini-celebrations along the way. I recently read Chip and Dan Heath’s book, The Power of Moments. They note the success of dividing a big goal into chunks that can be rewarded along the way. The brain likes rewards for meaningful progress. Completion of interim steps encourages one to tackle the next step. What intermediate milestones can you celebrate?

We arrived in Houston safely and with less stress due to the clear, lighted path. You can provide your staff with a clear, well-lit path by identifying your goals and clearly articulating them … regularly. When you do, you reduce their uncertainty and stress so that they can focus on performance. And that makes for a great 2019!

brain and heartHoliday shopping. Holiday cooking. Holiday travel plans. Holiday decorating. Holiday visitors. Holiday hubbub. It’s easy to get lost in the holiday this-and-that. In the midst of the holiday bustle, I challenge you to also reflect and plan but in a different way. Instead of cataloging accomplishments, reflect first on what you accomplished, then on how it felt as you worked toward those accomplishments. You might discover insights that impact your 2019 goals and how you work toward them.

For example, as I reviewed my 2018 accomplishments and considered my 2019 goals, I mused at how (or if) infotuition applies here. You’re thinking, “Infotuition?” Infotuition is the integration of thinking and feeling in leadership and life. Infotuition leads me to realize that it matters both what you do and how you feel as you do it.

Try this. Identify the goals you accomplished in 2018 of which you are most proud. You may want to separate them into work, personal, community and your spiritual life. Now, consider how you felt as you worked toward these goals. Be honest. Notice what the answers tell you. Here’s what I discovered.

Shelley’s 2018 work accomplishments: earned my Certified Speaking Professional™ designation, was named an Inc. magazine as a top 100 leadership speaker, created the Insightful Leadership brand, produced a new demo video, and engaged new clients.

As I worked toward these goals I felt: Proud and pleased with the growth of the work but busy. Really, really busy. Stressed and frazzled on some days. Barely enough time to serve clients and contribute to my community service goals.

My take-away? While I’m proud of my accomplishments and want to accomplish more in 2019, I intend to approach it differently so that I create more space in the day to be creative and to devote some time to other interests, too.

Now it’s your turn. Go ahead….list your accomplishments. There’s a space here.

My accomplishments at work are:

How did I feel as I worked toward these goals? (Relaxed, exhilarated, inspired, peaceful, realistic, frantic, proud)

My accomplishments in my personal life are:

How did I feel as I worked toward these goals?

My accomplishments for my community are:

How did I feel as I worked toward these goals?

My accomplishments in my spiritual life are:

How did I feel as I worked toward these goals?

What did you discover? Are you over-extending in some areas at the expense of others? Is the price you pay for accomplishment too high? Infotuition teaches that it’s just as important to consider how you achieve your goals as what you achieve.

With this in mind, write your 2019 goals together with how you’d like to feel along the way (relaxed, exhilarated, inspired, peaceful, realistic, proud or rested). Let that clarity color the approach you take to your goals and guide the atmosphere with which you surround yourself. Now that’s infotuition!

Photo Copyright : Jan Hruby

You drive along admiring the fall colors when suddenly the check engine light comes on in your car. What does that mean? For most of us, the check engine light indicates that something is wrong inside the car. We best find out what it is.

You have an internal check engine light. It’s the nagging feeling you get when something isn’t sitting right. Do you diagnose your nagging feeling just as you diagnose your car?

You tape over it. At a recent keynote address, I asked the audience what they do when their car’s check engine light comes on.  A woman on the front row said, “I tape over it!”  When your check engine light comes on, do you tape over it, ignore or discount it? As with your car, ignoring it is unlikely to be a sound solution. The source of the nagging feeling is still there.

Much in our culture reinforces the misguided notion that feelings lack validity or are not worthy of notice. We may be embarrassed by them or simply not have the skill to notice. The nagging feeling typically arises because the situation is incongruent with your brain’s expectation. Maybe the situation (or person) flies in the face of your value system. That always sets off the check engine light. Maybe the person has a communication or work style approach that radically differs from yours and it feels uncomfortable.  Maybe your experience leads you to see the situation differently from your colleagues.

Incongruence increases stress, causes you to over-react, make a poor decision or create an upset with a colleague.  You can prevent those unhealthy outcomes if, like in your car, you notice it.

Notice the check engine light. You notice the light in your car and you know that you need to do something … soon. Unfortunately, many of us power through the day without attending to the emotion that bubbles under the surface. We shove it aside.

It’s time that we relearn how to notice the nagging feeling in the gut. The feeling brings information and wisdom to your situation. The best way to notice the feeling is to practice naming it. “I feel annoyed by that discussion.” “My boss frustrates me!” “Something doesn’t feel right about this decision.”

Give voice to the gut feeling. It’s like acknowledging the check engine light and the need to attend to your car. You need to attend to your inner wisdom.

Understand the problem. The best action is to dive under the hood of the car (for real or with a mechanic) to find the source of the alert. Maybe it’s an indication of a big problem or maybe it’s an easy fix. It’s the same for you. The wisest of us notices the check engine light and dives under the hood to understand the nagging feeling.

What is incongruent for you? Does their behavior fly in the face of your values? Does the decision you face challenge your assumptions? Does the person conduct their work differently from you? These are examples of incongruence in the brain. Your experience doesn’t square up with your expectations. When that happens, the check engine light goes off. It’s your job to understand why and decide if the reason is valid.

Your car may break down if you ignore the check engine light. Your health, life and leadership depend on noticing and resolving the nagging feeling inside. What’s your check engine light telling you?

Photo: Bwylezich

 

attentionAs Thanksgiving approaches in a couple of weeks, let’s turn it upside down. Rather than giving thanks, let’s give those around us something to be thankful for.  Here’s the perfect gift – your attention.

A friend recently said to me, “The most precious gift you can give someone is your attention.” That idea stuck.  Today’s world is cluttered with demanding gadgets that insistently beep and buzz until attended to; pop-ups that relentlessly hog the screen and bully their way into the forefront.  Attention becomes a precious bit of energy that we pilfer away carelessly.

Here are three actions you can take to give others that precious gift of your attention.

  1. Your next meeting. In the next meeting you participate in or lead, walk in the door, sit down and put your phone conspicuously on the table face down and don’t touch it until you leave. As conversation unfolds, look each person in the eye and listen. Notice their reaction and the quality of the relationship that is generated by the simpe giving of your attention.
  2. Visitors in your office. You are knee-deep in emails when your co-worker walks in the door. Stop typing; remove your hands from the keyboard and turn to face your guest. For the next few minutes, give them your full attention. Perhaps you’ll find that you reach resolution quicker or you generate more interesting ideas together or, maybe, the person feels heard. That last one is indeed a precious gift.
  3. The others. This last one is my personal favorite.  As you go about your day, notice all the small interactions you have with the other people like Tim, the person taking your order at Panera; Joyce, the checker at the grocery store; or Juanita, the bank teller (all people I encountered today). Maybe for you it’s Julio who makes your coffee or Susie at the dry cleaners. Whoever it is, for each of them, pause, make eye contact, hold eye contact, smile and engage in momentary conversation. The exchange may not last a minute and yet it matters. These are people accustomed to being overlooked.  When you instead give attention to them, notice how they brighten–and all it cost you was a moment of attention.

And for me, I would like to thank you for reading. Through reading, you give me the gift of your attention. For that, I am most grateful. I hope you go and share the gift of your attention with others.

“I’m trying not to be worried. It will be fine.”

If I said it once, I said it a hundred times.  I said it to my friends. I said it to my work colleagues. And most importantly, I said it to myself. Looking back, I thought I was being positive.  “It will all be fine.” But my brain heard, “worried” over and over and over again. So my brain gave me worry.

Words matter.

As an insightful leader, the words you say to yourself are more impactful than the words you say to others. The words you say to yourself color your outlook, your demeanor and the way you show up to others. You can use your words to create the impact you want.

I attended the Align Retreat this weekend in Oregon with Chris West (www.videonarrative.com). During that retreat I was reminded of the power of words. We were encouraged to write down the type of life we want and design a business that supports it. If I don’t want to worry, then what do I want? After learning tips and receiving tools, I realized that growing a business didn’t have to be hard.  It could be easy.  That’s it!  Easy. Like they say at Staples, “Just press the Easy button.™” Those are the new words that I feed my brain.

How are you using words to get what you want? Try these three steps:

  1. Choose positive words. Choose positive words that reflect the state of mind you want rather than the state of mind you don’t want. Instead of saying, “I’m not ________” say “I am _______.” Leave the “not” behind. Your brain responds to the words you say repeatedly. Whether it’s worry, easy, hard, peaceful, or frustrated, your brain creates what you tell it. Next time you’re tempted to say, “I’m so frustrated that this process didn’t work,” pause, rethink and choose differently, “Okay. That didn’t work. Here’s a chance for a new approach.” Focus on creating a new approach. What state of mind do you want to be in? How can you state it positively? Leave the “not” behind.
  2. Repeat and repeat again. The brain pays attention to repetition. The more you state something, particularly out loud, the more likely your brain will pay attention. You train your brain. It’s like learning to hit a golf ball, paint with watercolors, or speak in front of a group. Practice makes each time a little easier. It’s the same with words. The more you say positive words, intentionally, the more your brain embeds it.  This is why mantras work.
  3. Reminders. Have you tried to change a habit? You made a good effort briefly but fell back into the same, old pattern? It’s understandable because the old way is easier for the brain. That’s why you need reminders to force you and your brain to remember the new words. In my case, I ordered an “Easy” button.™ It’s being delivered as I write. I plan to surround myself with reminders that work can be easy. What will remind you of the positive words you choose? The more reminders, the more likely you are to reinforce the positive words and the more likely you are to believe them.

Words matter. Choose yours carefully and positively. Leave the “not” behind. Surround yourself with reminders. It’s like pressing the Easy button.™

Copyright: 123render / 123RF Stock Photo

“There’s no place for feelings at work!” I heard it frequently as a young engineer. Thankfully, I learned this admonition was impossible to achieve and very bad for my career. Today, after interviewing 76 effective leaders, it is clear that the skillful use of feelings is essential to leadership success. To deny feelings is to deny a key part of your intelligence. To use feelings is not about being carried away by each whim or passing flutter in your gut. It’s about having the self-awareness to discern the source of the feeling and how to constructively put it to work as a leadership asset.

Here are five skilled ways that leaders use their feelings that merit attention and practice.

1. Emotional feelings are red flags. Your nervous system is a sophisticated sensing network. Over time, your brain became hard-wired to know situations or events that run counter to what it believes it best for you. Your body, via the nervous system, picks up the warning signs and launches a red alert. Your body will hijack your brain with an old story. Left unchecked, your brain will generate a knee-jerk reaction that is unlikely to benefit your career. Effective leaders learn to recognize when an emotional feeling is coming. They develop the skills to slow down the knee-jerk reaction and rebalance the nervous system so that the cognitive brain has time to catch up. Techniques such as relaxing the face, breathing deeply or counting to ten can buy just enough time to engage the brain. This key skill allows you to separate productive feelings from those that are emotionally reactive.

2. Feelings alert you to issues you might otherwise miss. I heard it over and over from leaders. When faced with a difficult decision, leaders paid attention to their own hesitation. “Something is bugging me.” “This is just not sitting right.” They described a nagging feeling that was….well, nagging. Effective leaders pay attention to that feeling. Then they dig in. What is the feeling? Where is it telling me to probe further? What other questions should I ask? They don’t necessarily seek more data. Instead they seek more insight about the context or impact of the decision. The nagging feeling points the way to issues that transcend mountains of data.

3. Feelings align decisions with values. Effective leaders are clear on their values and principles. These values ground their decision-making. Complex decisions frequently have great latitude and range of choice. Without values, it is hard to chart a course through an open sea of options. Leaders describe searching for and trusting in the decision that is in alignment with their value system – the decision that “just feels right.” They also point out the importance of having a personal value system that aligns with the company culture. In that case, they trust their feelings to guide them to the best solution for the company and for them.

4. Feelings point to the higher goal. Early in my career, I over-thought everything (before my recovery began). Every career choice was agony. Should I or shouldn’t I? Is now the best time for a change or later? Is this the best next step or not? Over and over the options tumbled in my mind. In one instance, by boss called. Others asked that she call and ask me to stay. Instead she said, “Follow your heart.” Over time, I learned to check in with and trust my feelings. My gut seems to instinctively know the choice that is best suited for me at a particular time. My biggest career decisions were made from the gut. It required courage and trust…and a lot of hard work, but each instance brought success and life-changing experiences. My boss was right. Today, my heart points to goals and my head manages the steps to reach it.

5. Feelings underpin authentic communication. What is it about some leaders that make them seem more attentive and more human? Research shows that leaders who are better listeners are viewed as having more charisma. These leaders do more than listen for facts, dates, and results. They listen for and hear feelings. They pick up on the atmosphere in the room, the tone of voice, the comfort or discomfort of the other person. They validate discussion content and feelings – proud, frustrated, exhausted, striving. It’s the feeling that makes real communication happen between person to person instead of from boss to employee.

The next time you try to push your feelings aside…stop. Consider the wisdom they bring, unravel their message and put them to work to create more effective leadership.

We were in Mikki William’s speaker school. The room was filled with accomplished professionals from a variety of businesses, each there for their unique reasons. One was Barbara. Tall and striking, Barbara’s goal was to overcome her anxiety about speaking. On day two, each of us were to stand in front of the room and tell a story using the techniques Mikki taught us. It was Barbara’s turn.  She demurred.  “No,” she said. “I’m not comfortable and my heart is pounding.  Besides, I don’t have a story to tell.”

“Oh yes you do!” we all replied. “You can do this!”  And she did.

Nervously, Barbara stood in front of a room full of accomplished business people and told her story. Her story? It was about her anxiety around speaking this morning.  First, she had asked her husband what story to tell. “Tell them about your trip to Panama and what happened there,” he said. She didn’t think that story was appropriate. She asked her best friend, “You should definitely tell them about Ecuador. They’ll love that one!”  No. She didn’t like that one either. She mused about telling us her experience dog sledding.  None seemed like the best story.  Instead, she told us a story about not having a story. It was masterful. By the time she finished, we were engaged, laughing, and on our feet. And, she taught us about bravery.

As insightful leaders, you will face situations that make you feel uncomfortable and unsure. In those moments:

  1. Gather support from others. Talk about the challenge to people that you trust, just as Barbara sought input from those close to her. Whether she took their suggestions or not, talking generates ideas in your own mind. It helps you see perspectives that you may not otherwise notice. Those discussions give you time to reflect.  Depending on your situation, you may not wish to talk to those within your organization. Use your network of peers as a safe place to engage in dialog about new and unsettling challenges.  Mikki works with Vistage which provides this type of environment for senior staff and executives.
  2. Own the discomfort. Barbara never tried to hide her discomfort. She owned it. Studies in neuroscience show that acknowledging fear and uncertainty help calm the threat response in the brain more effectively than denying the unease. I recommend talking to yourself about the discomfort. “What is it about this situation that makes me feel uncomfortable?” “Why am I hesitating?” Unravel your feelings by probing and naming them. As my friend says, “Name it to tame it.”
  3. Step into it anyway. Take a deep breath, decide on your first step and take it. There’s nothing like action to quell uncertainty. I have a quote on my wall that says, “Fear fades in the face of action.” Each step forward creates more and more certainty. Maybe the situation will go great and maybe it won’t. In either case, you grow and learn for the next time.  Because, as an insightful leader, there will always be a next time.

Mikki’s speaker school was an excellent learning environment for speaking, business and, unexpectedly, bravery. Thank you to Barbara for modeling bravery in action.  I don’t know about you, but I want to hear about dog sledding!

Copyright: shalamov / 123RF Stock Photo

It was the night of the lighted boat parade in our neighborhood of Eastport. The boat parade, sponsored by the Eastport Yacht Club, is a regular event that draws spectators who line the shoreline and bridge around the three sides of the harbor. The boats – dressed as angels, Santa’s sleigh, the Grinch, and more – parade in a circle around the harbor. This year, I was on a friend’s boat moored inside the circle serving hot food and drinks to the boats who work behind the scenes to ensure safety. Consequently,  we saw the opposite side of all the decorated boats.

We pointed and clapped at each lighted boat from our deck, bundled up with snow flakes falling. Sailboats make excellent Christmas trees and there was one coming into view. Puzzled, one of our crew mused, “Why does that boat say, ‘Oh oh oh?’” It didn’t. From the perspective of the spectators, it said, “Ho ho ho!” but from our side, it looked like “Oh oh oh.”

And that’s the way it is at work. An insightful leader knows that there are many perspectives available aside from the obvious one.  It’s easy to get stuck in a rut and fall for the same viewpoint each time but that doesn’t bring creativity or innovation.  An insightful leader seeks out alternative perspectives to inform their decision. Here are three tips to cultivating that alternative perspective.

  1. Put yourself in other’s shoes. We say this all the time but it’s surprisingly difficult to do. We’re not in someone else’s shoes; we’re in ours. It takes considerable cognitive energy to convince your brain to look at a situation or decision from another view point. To do so, make an effort to think about the person(s) on another side of the situation or decision. What is their background? What are their interests? What work experience do they have that color their perspective? What hot button issues are you aware of? It’s only when you force this level of thinking that you come close to putting yourself in other’s shoes and seeing a new perspective.
  2. If not this, then what? When your staff brings a recommendation to you, note if it is a standard recommendation – something that you would expect. This would not be surprising. The brain is designed to take the easiest (lowest energy) path which is to do what it’s done before. To force a new perspective, say, “Thank you for the recommendation. Now, let’s assume that this course of action is not available to us. What would we do then?” By taking the tried-and-true option off the table, you force new thinking.
  3. Ask others. The insightful leaders that I interviewed were skilled at asking others for input. It helped them see other perspectives. When you seek out the opinions of others, don’t ask what they would do. Instead ask: “How would you approach this problem?” “What factors would you consider in the decision?” “What are other ways you’ve seen this situation addressed?” These questions evoke a broader, more thoughtful response that is more likely to provide new options for your consideration.

Whether it’s within your work, your community or your family, there’s value in making an effort to see other perspectives. And nationally, in this time where it seems that divisiveness flourishes and there is little effort to understand alternative viewpoints, perhaps we can all take a moment to find appreciation and respect for our differences and similarities.

After all, “oh oh oh” and “ho ho ho” are just two sides of the same boat.

Egg nog‘Twas the holiday season…and family dynamics are taking a toll. There are the folks you see often and those less regularly. Some relationships are easy and welcome. Others …well, other relationships may grate on your nerves. Let’s face it, some family members seem to have a knack for hitting your hot buttons and setting off triggered reactions–—easily and often. And yet, it’s a season to enjoy good cheer and egg nog. Here are four tips for resourcing yourself to remain cheerful without a punch-bowl full of egg nog as reinforcement.

Identify your expectations beforehand. I learned this technique years ago and, honestly, it has been a life-saver. Before a family or social event, I think about my expectations.  What would I like to get out of the occasion? For example, I may want to spend quiet time with a distant cousin whom I haven’t seen in years, and not be drawn into group caroling. Without this knowledge beforehand, when pressed to go caroling, my body would tense and I would likely react more harshly than necessary. Clarifying expectations in advance allows you to prevent misunderstandings before they take place.

Before your next event, try this: Ask yourself what the family event will be like in your ideal world? How will it unfold? Who will you spend time with? What will you do and not do? Now share that information with your spouse, partner or friend. And listen to their ideal scenario. Together you provide mutual support and you are more likely to have a positive experience.

Think about who and what will be triggers. Many of our triggers or hot buttons are known and repeatable: “If Aunt Harriet tells that same story about the turkey again, I’ll scream!” “You know that Cousin Jim is going to spend all evening talking about his investment skills.” “I can’t bear another of Ann’s discussions about government conspiracy theories.” Whatever the story, you already know it because it happens every year and every year it is annoying. This year, prepare in advance. What are the people, situations and issues that trip your trigger? How will you handle it when it comes up again? Maybe you can simply walk away to refill a drink, get a snack or find someone else to talk with. Maybe you can make a light joke that deflects the discussion to another topic (“Ha, ha, Ann! As if the government is organized enough to create a conspiracy!”). I remember that for one event, my late husband and I had a code word. If either of us became frustrated with a conversation, we’d work in the word, “pineapple.” That was code to provide the other person with an exit strategy. Whatever your technique, it works best when you proactively identify triggers in advance.

Create a calming toolkit for use in that environment. You can’t predict every situation but you can create your own personal toolkit of calming techniques to use in the moment. For example, when I need a brief respite, I simply walk outside for a few breaths of fresh air and a moment to reflect on nature. You may be able to let your mind wander to pleasant thoughts when the conversation goes in an uncomfortable direction. Bathrooms are havens of quiet in the hub-bub of a loud, high-energy event. I confess to loitering a bit longer than necessary to catch my breath, center myself, take some deep breaths and reconnect with my expectations. Find the techniques that provide you with those few, precious moments to come back to yourself.

Take time for yourself. Even during (particularly during) intense family events, it’s important to take time for yourself. I’m fortunate that to have experienced understanding when I said, “I’m going to sit in the corner for a few minutes and read my new novel.” Most people respect the space you need to recharge. This is especially important for those of us who are introverts and need quiet to replenish our energy. Make a commitment to yourself to carve out a bit of time to be with you and only you. What is your plan — read, go for a short walk, listen to music, nap? When might it fit into the rhythm of the day? Let your spouse, partner or family member in on the plan so that they are not surprised when you retreat and regroup. When you emerge, your energy will be higher and you will be more present for everyone else.

The holidays are a special time to connect with friends and family. Take a few moments to resource yourself to remain merry and bright. It will make the time together even better and you can enjoy the egg nog, too.

Happy holidays to all…and to all a good night.

 

Rain. All day. Grey and dreary.

Yay! I love a rainy day. Why would anyone find a damp, overcast day appealing? Here’s what I observe:

On a rainy day, the to-do list is shorter because some things can’t be done or are less convenient in the rain. I focus my attention more on a rainy day.

A rainy day feels refreshing as if the world is clean and less cluttered.

A rainy day has a slower pace. I’m more likely to read a book, take a nap, and think new thoughts.

So how do I transfer these observations from a rainy day to a regular work day?

Focus. Shorten the to-do list and focus. Not everything has to be done today or done by me. Let’s all take a moment and remove a few things from the list. We are left with less to do and more room to get them done. Send the other tasks to someone else or delete them entirely. Admit it, we all have something on the list that’s been there for ages. It can’t be THAT important if it’s still waiting to be done.

Declutter. Every item—pen, note pad, stack of papers, random business cards, another stack of papers, a book, an iPad—adds clutter to your world and to your mind. Consider hiring a skip and if you don’t know much about skip hire, you can learn more here. The brain uses small bits of energy to scan, process and label as irrelevant each of those items. That activity drains your brain power that you could use for productive tasks. Take a moment and organize the desk and the work space around you. Declutter and observe that your productivity increases. If you’re on a serious mission to declutter your home, check out these sheds for sale.

Slow down. Now that you are more focused and decluttered, you can slow the pace and do higher quality work – work that is thoughtful, considered and insightful. Most of us live in a frantic world. Those few who offer insight – insight that required astute observation – stand out. Who has time to think or think differently? You do. That’s who. But only with focus, less clutter and a slower pace. It’s during the slowness that the brain makes new, innovative connections. It’s where we find an aha-moment.

I confess that it’s hard for me to focus, declutter, and slow down. In the last few years, I trained myself to be at a frenetic pace. I’m not the only one. You know who you are! But we can retrain ourselves. I’ll give it a try if you will.

Imagine the rain. Focus on one or two things; remove everything else from sight, take a breath, settle your brain….and let your mind wander slowly. Allow the insight to come. It will be worth it.

Copyright: giedriusok / 123RF Stock Photo