Year-End Review: Thinking about Your Use of Time

an hourglass

The year is winding down. Many organizations are near the halfway point of their fiscal year. This is the right time to take stock on your work and processes. You have time to improve processes for the second half of the year.

Where should you start when you take stock? You might start with the way you and your organization use time. Why? Time is the greatest resource your organization has and the one that you most likely squander. Before thinking about next steps, let’s think a little bit about the relationship between time and work.

Salary and Time

Most organizations give the most work to staff who work on a salary. Those people are paid a flat rate, and if they are exempt from overtime, their pay does not increase even if their workload does. In the short-term, organizations can get more work for less when they add labor to their salaried staff. The workload is often allocated based on prior performance. Work hard, and you might be congratulated with more work (and no raise.)

Often, workers find it challenging to mitigate overwork. They might not be able to explain their workload stresses to their managers. They might not have any colleagues who can take on some of their workloads. They might feel too cash-strapped or work uncertain to want to make waves. However, in the end, they will have to accomplish the work.

But, in considering the workload struggles, it is often that you are being required to work beyond what you were contracted for. In other words, you are not receiving immediate financial benefits from this extra work. You’re gambling your time away in hopes of earning future financial benefits. As they say in Vegas, the house almost always wins. Organizations will benefit from you working beyond your salaried requirements.

What can you do about overwork?

This is probably the hardest question to answer. You entered your career because you love the work. You want to do your best. You might have a long history of feeling successful thanks to hard work during graduate school. Overwork might be your natural inclination.

First, you need to reconsider your feelings about your workload. You need to be honest with yourself about all the work you do. What tasks have been added since your salary was negotiated? How have these tasks impacted your time? What is the benefit to you to do these tasks? Are these tasks worth it for you and/ or for your organization? Basically, you need to tally if the time you are donating to your organization is worth it to you.

Next, you need to decide when your time is being wasted due to your own poor habits:

  1. Email is the biggest suck of time. I am a reformed obsessive email checker. I understand the way that it can feel to have things lurking in your email. I also understand the spark you can feel when you see the number of emails increase. But, obsessively checking email is just a way of letting people chip away at your time and sanity. Check email at specified times in your day, like at lunch and at the end of the day. Follow through with this plan for a few weeks, and you will train your colleagues about your new emailing behaviors.
  2. Meetings are a time suck that you can’t completely control. When you run the meeting, come with an agenda and leave with action items. Immediately return to your space, finish any tasks that are easy to accomplish like emailing your notes back to the team. Basically, don’t let the meeting suck more time than absolutely necessary.
  3. Choose when you waste time otherwise you will waste time uncontrollably. Breaks are a great way to increase your productivity. This might seem counter-intuitive. But, think about running a long race. You will not be able to sprint the whole distance. You need to pace yourself. Work is the same way. If you don’t find a way to create downtime, you will instead waste time pretending to work. (Another useful analogy might be snacking. Avoid eating for a long time, and you will find yourself stuffing your face full of potato chips instead of a healthy meal.)

Managing for Sanity

Managing others is often the source of overwork. You are often assigned a series of your own work tasks plus the work of managing others. But management isn’t just an asterisk on one’s workload. Good managers understand the importance of investing time in your staff. Any task that requires more than one person takes exponentially longer than something you do alone.

How can you value your time but also value your staff?

  1. First, put in time at the onset. Set up systems that work for you and your staff. Give them the time they need consistently so that you don’t get burned down the road with a more time-consuming problem.
  2. Don’t ignore staff emails. Of all your emails, your own staff emails should be the most important to answer. Triaging those emails efficiently will save you time in the long run. (Also, communicate an email policy to your staff so that you know that they are communicating in ways that work for both of you. Consider asking staff to add “Attention Needed” flags to items that need your answer and “FYI” to the subject line of emails that are just notifications.)
  3. Systematize as many management tasks as you can. Do payroll the same every time. Create form emails as often as you can. But, do not systematize the personal things, like making personal connections to your staff.
  4. Don’t waste your time doing your staff’s job. Micromanaging feels bad on both the receiving end, but it actually feels bad on the managing end as well. Micromanaging can occur for a number of reasons. You might not be confident in your staff. If this is the case, reconfigure how you communicate expectations to the staff and how you evaluate success. You might be micromanaging because your staff is accomplishing their work using a different process than you use. In this case, if the work is accomplished well, you need to let go of your need to control the process. Remember, the variety of solutions signals a staff that your department can fix many different problems.

Conclusion

Overall, you need to be an advocate for your time. You need to analyze how you use your time and understand why you make those choices. You also need to understand how and why you are using your time with your colleagues and your staff. Your time is a resource that you cannot get back. And, your time is worth more than you probably earn.

 

Working on Imposter Syndrome

Impostor syndrome is the inability to internalize successes and strengths clearly, focusing instead of feelings of inadequacy or fear of failure. There are many of us who sometimes feel like an impostor, but don’t make it to the clinical definition of impostor syndrome. Those people, the majority of us, are the ones I am addressing. If you are unable to work due to paralyzing self-doubt, find a trained professional.

In the last year, I have noticed more people asking me about self-care and impostor syndrome. These two ideas are linked. It is hard to take care of yourself if you are focused on your faults/ unable to take your strengths to heart. Similarly, it is easier to care for yourself when you feel positive about your work.

Impostor syndrome often manifests itself as avoidance and/ or self-flagellation. Sometimes the project or task is so daunting that you feel unable to take it on or else tell yourself that you can’t. There are many ways to handle impostor syndrome, but in essence, you need to face your fears and then teach yourself better self-care/ self-coaching.

Here are some useful tips:

Imagine everything is an experiment:

Sometimes the stakes seem too high to take the risk. If the stakes were lower, you would do it, you think. Well, then make the stakes lower.

Tell yourself your fears:

Facing fears is freakin’ scary. So, if that step feels hard, just say your fears. Simply considering your fears can help you face them.

Find a friend:

Impostors are people with secrets. One way to stop being an impostor is to expose your secrets. Find a trusted friend to discuss your fears and talk through solutions.

Dissect your successes:

Sometimes impostors feel like successes are accidental. Turn a rational eye at your successes to discover and articulate your particular actions towards that success.

Focus on You:

Don’t look at other people’s successes. You have no idea what they felt or did. Just focus on you.

In addition to these tips, here are a few exercises to help you (printable zine).

A few additional resources:

Four ways to help your students overcome impostor syndrome

Resources on fighting imposter syndrome

Women and Impostor Syndrome

How to Banish Impostor Syndrome

#MCN2018 Recap

Most years, on my plane back from MCN, I am furiously typing up notes from sessions. This year, I was volunteer co-chair and Human-Centered Design SIG co-chair. As a result, I was ever-present but not always there when it came to sessions. However, I had a better sense of what people felt about what they heard. Here are the five ideas I heard most often:

AI, Machines, and Thoughtfulness:

Amber Case said in her keynote, “I don’t want to be a systems administrator in my own home.” She was alluding to the prevalence of digitally-enabled devices in contemporary life. Museums are now more commonly using iBeacons, RFIDs, and other tools that collect data on patrons. This data can be incredibly useful for improving experience and operations, however, data collection is also incredibly challenging. First, and foremost, data is a responsibility. Our institutions need to be thoughtful about honoring our tacit relationship with our visitors to treat them well, including by treating their data well. We also need to help visitors understand how we use data, anonymize data as often as possible, and be thoughtful in the conclusions we draw from the data. Finally, visitor data is only one part of decision-making. Staff feedback is an essential tool. Most museums do a poor job of aggregating staff data on visitor experience and an even poorer job of honoring and acting on that data.

Humans make Mistakes:

No person is faultless but many museums are still reticent to be honest about failures. Sharing failures and working collaboratively across institutions to find better solutions could save the field money and headache in the long run. Many museum professionals find strictures prevent them from being honest with peers at other institutions. They also find it challenging to find places other than conferences to share their challenges, particularly places where they can publish failures.

Humans together are better than apart or against each other:

Collaboration remains a perennial topic. Collaboration with other organizations is particularly hard for many as their internal systems are in disrepair. Even when collaboration is successful, many of the collaborative projects are grant-funded, or time-restricted. The lessons learned about collaboration are often not folded into the museum processes.

Bias isn’t Mitigated without Action:

Everything is biased because humans are. Data is created by humans and therefore biased. Many of our technology-projects are outcome-focused and deadline-driven, like a DAM that must launch in six-weeks or an interactive for an exhibition. Timelines and ignorance have meant that these technology projects have often been produced without considering and mitigating bias.

Design for Accessibility is Actually Good for All:

Accessibility and inclusion are about being thoughtful to accommodate the widest range of people. But, in doing so, everyone is helped. Accessibility, however, doesn’t happen by accident. Thought must be taken to make the right choices so all patrons are included. While upfront cost might make this seem frivolous, the increase in audience engagement for the broadest audience makes designing for all worth it. User Experience Design, Service Design, and Human-Centered Design are useful ways for organizations to make sure to develop accessible projects. These processes can be adopted by all types of professionals. There are many resources, including these from me and MCN’s HCD SIG workshop. (Join by DMing @artlust).

Girl Surrounded by Technology objects

Conclusion

Overall, while the conferences was called humanizing the digital, I felt that the conference was really about humans and their existence in a dense digital environment. The ideal is to create digital that does not destroy nor negate our humanity. This ideal will only occur with careful thought. When digital is seen as the medium and not the message or the meaning, people are able to have superlative experiences.

 

Finally, I heard over and over that MCN is attendee’s annual chance to recharge and reconnect with champions. The MCN community comes out in full force at the conference. For some of us, it remains with us during the rest of the year, like on social media. Yet, many people mentioned how they wished they had more chances to share ideas, like in publications. Think of how much better the field would be next year if all of the 500 plus attendees shared one idea to a peer at their institution, one idea to a supervisor/ director, and one broadly to the field. These ideas could be shared in emails, tweets, talks, blog posts, published articles, or books. The community of MCN is only as strong as its participants and their strength is in their ideas. By sharing these ideas, attendees can exponentially expand the good happening in the field.

Focusing on Self-Care is Good for Business

I had the pleasure of doing the keynote talk for the Pennsylvania Museums Association conference in April, 2018. Below is a summary of my remarks.

Summary:

  1. We all need to take care of ourselves
  2. As managers, you particularly need to take care of yourself
  3. You also need to advocate for your staff and to help them find space

Self-care is an umbrella term for the types of activities that people use to maintain the necessary stability required to accomplish all the hard work of life. While self-care varies by person, it is necessary for every individual. Everyone needs to have moments when they are focused on themselves.

Non-profit work can be exhausting. Employees work long hours for little money. Burnout is high. Management jobs are often only garnered by leaving your organization (and potentially your city). People do this work because they believe in the mission. Organizations win, as they get dedicated employees for a bargain-rate. The employees are so dedicated, partly because their job has been conflated with their identity.

Self-care Strategies:

Self-care can feel hard to jam into a brimming schedule. But, self-care can fit into a negligible moment. One calming breath won’t destroy your schedule but will help you get through the next hard experience.

There are many different ways to try out self-care. For example, I wrote a few articles about creative mindfulness, basically meditative drawing. I paired these articles with posts about productivity. After all, if you are exhausted, you can’t even begin to think about self-care.

Whatever form your self-care takes, the key is transforming your life in simple ways that afford more mental space. Physical space can often be tied to mental space. A streamlined work surface makes finding tools easier and therefore accomplishing tasks easier, and finally affords employees more time for themselves.

Managing and Self-Care:

Self-determined goals are often meaningful.  And, self-care cannot be foisted on people. When an organization requires that their staff exercises in order to decrease insurance rates, the HR office usually gets to field plenty of grumbles and complaints. Managers, therefore, should avoid pushing self-care on their staff.

Instead, managers need to find substantive ways to support the staff in their self-care. First, they need to model self-care. I say this as someone who came late to self-care. I needed to become an expert in burnout to become an evangelist of self-care. Managers need to be honest about their own struggles with burnout and share their strategies to counteract these feelings. Sharing challenges is not a sign of weakness. A good leader is a human who is worth following, flaws and all; a boss is a person who you have to work for.

Managers are responsible for the care and feeding of departments. With the never-ending demands of growth and excellence, managers often place their energy on the feeding elements of running their departments. But, care is an equally important element in an expansion. Departments grown by a burned-out staff can be shaky and subpar. Therefore, it is incumbent on managers to ensure that staff has the opportunity and structures to implement their self-care strategies. Part of this is encouraging downtime and relaxing experiences during the workday. While Americans are notorious for their long hours, Swedish workplaces understand the need for downtime. Coffee hour, or fika, is a time-honored tradition in most Swedish office.

Keeping people in the non-profit workforce is hard, and plenty of younger people are willing to fill open positions. Museums are losing trained middle-level staff. Putting the staff’s sanity about the job is one of the best ways for nonprofits of all kinds, including museums, to ensure a strong future.

Resources:

Creative Mindfulness: The Buzzy Brain

Productivity: Idea Trees

Creative Mindfulness: To Tidy or Not to Tidy

Productivity: Baseline Check

Productivity: In Defense of Breaks

Self Care: Dr. Jekyll & Mister Hyde in the Technology Age

Self-Care: 5 Ways to Cope With Setbacks

Productivity: Your Relationship with Time

(Online Course) Self-Care For Mission-Driven Professionals

What if I’m Burned Out? Counteracting Workplace Burnout

Trust the Revolution

Time and Space Self-Care Plan

 

(Online Course) Self-Care For Mission-Driven Professionals

Mission-driven professionals are not in it for the money. They place their desire to fulfill the mission over themselves. Doing mission-driven work can be gratifying. But, this work is also incredibly draining. The rewards can be minimal both emotionally and financially. With these challenges, the mission-driven professional finds themselves feeling empty and exhausted.

Self-care is taking care of yourself. While so much of the media frames self-care as a privilege and an act of consumerism, self-care is about finding ways to keep yourself sane. Self-care can be as simple as taking a deep breath.

Understanding yourself is the key to doing authentic self-care. You cannot keep yourself sane if you don’t understand the things that make you crazy. For the mission-driven person, their work and their motivations for doing that work are integral to their construct of self.

This online course helps mission-driven professionals understand their work and personal issues, develop new strategies to fold self-care into their lives, and maintain their routines long-term. This course includes videos and activities to help you be your best you.

Trust the Revolution

Museums need a revolution of trust.

The word trust is a common one in the museum field, embedded in mission statements and uttered by venerable directors.  However, in both instances, museums use the word most commonly in terms of their holdings.  Museums keep collections in trust for people.  Spend a moment considering that language. Museums hold important artifacts of history, human or natural, for us.  In other words, like a trust fund, the collection is kept safe and protected, for the next generation of beneficiaries.  This is, of course, commendable. Collections are often the body of museums. However, collections are not the soul of museums—ideas are.  These ideas are brought to collections by people: curators, educators, and visitors, amongst others.  Here lies the crux of so many challenges in this sector.  Trust is something that museums offer their collections, but don’t offer much of their staff or their visitors.  Without that trust, the people involved in museums cannot bring their best ideas to the fore, leaving collections poorly activated.

The issue of trust is at the center of many of the internal problems of museums. Executive staff, busy with responsibility, often cosset themselves away from visitors leaving lower level staff charged with attempting to translate the real concerns of patrons to the higher echelons. Such trickle up relationships can work if lower level staff are afforded trust by their superiors. Trust could be expressed through face time, decision-making power, salary scale, and/or credit for work.

The dearth of trust in museums extends to their relationships with visitors. Museums often do not express trust in visitors in their spatial and cultural norms.  Instead of trust, we project fear to visitors.  We fear them with our collections. Think of the deportment of guards. These museum professionals have the greatest face time with our visitors; yet they are often trained to project a restrained, if not punitive, attitude.

The lack of trust in our visitors is also expressed in the way that collections are interpreted. Permanent collection galleries use labels with often illegibly small font and inscrutable text. Exhibitions are allowed greater latitude in general, due to their temporary nature. In other words, in general, visitor-centered interpretive and design norms can only occur in museums in the places that do not create permanent change to the culture.  While some museums solicit visitor feedback, the change to our field is incremental. Said differently, we do not trust the change our visitors might advocate. Sure, we might have an exhibition that has a Post-it note talkbacks. But, this type of change is barely noticeable to a visitor who has lived through the whirlwind of technological changes that are the essence of contemporary society.  Herein is a major factor of fear; visitors might want something that is totally different than what museums do.

The lack of trust offered to staff and visitors have massive ramifications for our field.  Staff burnout and turnover is a problem.  In fields where external jobs have better pay, like technology and marketing,  staff leave and take their field-knowledge. In other fields, like education, staff stagnate and wither. The staffing challenges then are translated into visitor experiences that do not embody trust.  Visitors in turn often feel uncomfortable in our spaces; they can tell we don’t trust them.  Visitors move into other leisure experiences.

In the end, if our collections are held in trust. then our visitors are our constituents, a relationship not unlike a voter to an elected representative. And, just as a senator who has broken his trust with his voters can be voted out, people vote with their actions in the museum sphere.  Our attendance is decreasing. In other words, increasingly people are choosing not to trust us with their time. Visitorship is already skewed demographically towards wealth and whiteness, and rather than diversifying our visitors, those wary of being profiled are less likely to visit.

So, what are we going to do to earn their trust?  We need to change our whole culture, from the way we treat our staff to the way we treat our visitors.  We need to face our fears of change. We need to trust that the people who want to participate in our culture (from lower level staff to general visitors) have a personal stake in our success.  We need to express our trust with systemic change, rather than peripheral amendments.

Without these fundamental changes in the structure of museums, currently focusing trust and transparency on a small set of our culture (the executive team and board), the work we do is less than optimum.  We can’t speak of political movements and yet remain immune to them.  A trust-based model means that more people share the decision-making, but then that also means more people share the ownership. This trust revolution, and with its concomitant, and required, decrease in fear of change, would transform museums from places that hold collections in trust for people to places that trust people with collections.

So How Will We Do This? 

First, you need to think about trust itself. Trust is a moment of vulnerability and two-way connection. Trust takes honesty and courage. You lose something certainly, power particularly. But, you also gain, empathy and connectedness.  In the end, you find yourself amongst people who feel a connection to you. You are in other words insulated by their trust in you.

In terms of museums, there are three keys: trust collections, visitors, and staff.  We are going to focus on the people because we are really good at trusting the collection.

Let’s start with Visitor

When of the biggest challenges of trust come when the visitor meets the collection. Many objects cannot be handled. Explain why or better show why touching objects can often lead damaging those pieces. They know that we don’t trust them. They can tell. Visitors don’t feel comfortable in our spaces, and our spaces are generally almost purposefully uncomfortable. Don’t think so? Just look for a comfortable seat in a museum gallery.

So what are some ways we can turn this culture of distrust around?

  1. Share don’t tell. (Be open in your interpretation. Allow people to come to their own conclusions.)
  2. Make the visitor a co-steward in the welfare of the collection. (Think of the difference between snapping, “don’t touch” and mentioning “we need to keep this safe.”)
  3. Believe they can handle difficult topics. (Ignorance of a certain topic is not stupidity in general. They were smart enough to enter the museum :>)
  4. Be open to multiple ways that visitors may approach the collection.
  5. Be more thoughtful in the ways your guards connect to visitors. (Empower guards to be kind.)
  6. Make your spaces less inscrutable. (Don’t make them feel lost.)

And now Staff

Museums are, however, inherently hierarchical. So, trust can be parsed out by where the other person stands in relation to you.

To your superiors

  1. Find ways to share what you really think. (Test the waters will small moments to see if you can trust them.)
  2. Be sociable. (Take this one slowly. Feel them out.)
  3. Work hard and show your work. (Let them know you don’t magic your deliverables.)
  4. Question kindly. (Don’t just disagree so you can. And, ask in ways that don’t sound personal.)
  5. Don’t say anything about them that you wouldn’t say to them. (That said, find a way to let out your negative feelings, say journaling, telling spouse, voodoo doll (?))

To your peers

  1. Share your ideas. (They might steal them. But, you have more ideas).
  2. Don’t personalize. (It’s not all about you.)
  3. Help them. (Open doors. Share Pens. Pick up the slack.)
  4. Be on their team, even if you are in different divisions. (Listen, hear, and care.)

To your staff or those junior to you:

Trust in one’s staff begins with valuing the staff. Trust goes both ways. Here are concrete steps in developing trust in your workspace. Because there is a power differential between you and your staff they need to know that they can trust you.

Before you can trust your staff, you must set the conditions for a work culture that allows for or encourages trust.

  1. Train the staff to be good at their job. (Training takes time, money and effort, so make sure you plan for that).
  2. Set expectations then allow them to operate within those expectations. (Tell them what success looks like. If you don’t know, you are not leading.)
  3. Don’t micro-manage (If you really know how to do their job better; take that job instead).
  4. Voice concerns early before they fester. (Don’t tell them 6 months after they pissed you off. Also, why are you still angry after 6 months? You are the one who did nothing.)
  5. Give staff clear/ concise goals. (What do you want? They are not mind-readers.)
  6. Believe they know the best way to accomplish their job. (Don’t worry. They got this).
  7. Be transparent about decisions made that affect your staff. (I assure you they will guess on your motivations. Why waste their time?)
  8. Be honest about why you are asking for staff’s opinions. (is it for a show? Or do you really want to hear their opinion? Be honest if you don’t.)
  9. Know names. Use them. (They are human. Treat them that way.)  
  10. Be social. Be kind. (Don’t treat them as your inferiors, unless you want inferior work from them.)

Yourself

Finally, and most importantly, show yourself trust. The more you can trust others with your true self, the more you will grow in the field. Know that you are doing your best. If you feel like you are not, then move yourself to the place, mentally, where you can.

What next?

If each person in the field picked four ways to add more trust in our field, four simple concrete items, we would start a revolution.  It’s a simple numbers game.  4 times everyone in this field, of 1.6 million more moments of trust. Over time, there would be an exponential shift in the culture of the field, in the way that visitors feel, and in the way that museums are perceived. The collections, a core defining feature, would remain as trusted as ever. But, instead of being part just housed in buildings, they would be surrounded by people who feel as trusted as the collections.

This is post is my summary of my MuseumNext USA talk in Portland. Thanks to them (Jim and Kala) for letting me share my ideas on that large stage.  To hear the talk, catch the video. 

What if I’m Burned Out? Counteracting Workplace Burnout

There are days when all of us feel a little tired. But, sometimes, you find yourself dead-tired day after day and the thought of going into work makes your brain feel like it’s going to short-circuit. The former might just be garden variety tiredness, but the latter sounds like burn out.

With the real possibility of working 24hrs a day, American workers are being asked to do more and more. Non-profit and museum worker often find themselves between a rock and a hard place; work hard because jobs are hard to come by. The result is this sector is full of people who are performing impaired by the mental and physical effects of burn out.

The following graphic is a quick look at burn out. But for more reading, catch this article from the New York Times and the Harvard Business Review.  Robert Weisberg and I are also working on an e-book, due this fall at #MCN2017, that will expand on ways to dodge burnout to survive change. 

Self-Care: Appreciative Inquiry

Appreciative Inquiry is a positivity-focused planning process that allows teams to build on the best of their past to dream of the best future. This strategy can be helpful in organizational problem-solving.  You start with a goal (rather than a problem, as in problem-based learning or design thinking), and then you go through five steps: define, discover, dream, design, and deliver.  Alliteration aside, the process asks you to start with what’s good, discover what’s next, put down your dreams, design your dreams, and then deliver on them.

I have been playing with this process developed by Case Western Reserve University to facilitate organizational change. But, I have also been playing with this tool as a means of personal growth.

How about you use Appreciative Inquiry to help your self-care practice?

Self-care is basically a process of making sure that you aren’t burned to the core. You make sure to keep your inner-self nourished and whole. It isn’t about being selfish or self-focused. Instead, it is about self-preservation. Self-care is about making yourself ready for anything the world throws at you. Here are the steps to help you make the most of yourself.

  • Define: This is an illuminating and essential step. Take stock of yourself. Ask yourself a series of questions. Write your answers. Draw your answers. Think your answers.   It’s the type of work that is best done with a little procrastination. This is the kind of stuff that bubbles up when you are driving the car or standing in the shower. So, start, stop and start again.  As yourself questions, like, who are you? What makes you tick? What makes you freeze? What exhausts you? What ignites you?
  • Discover: This is a process that can work in many ways. In traditional AI, you can frame a series of exercises to go through discovery. But, for self-care, try giving yourself this challenge: write 5 sentences about your greatest desires.
  • Dream: Now that you know about your greatest desires, spend some time dreaming. What are ways that you can make it to your desires? Don’t negate your dreams. Don’t say no to yourself.
  • Design: Alright, so now you have your beginning (defining) and your ending (discover), and some of the ways you can get there (dreams). So, what next? Design concrete ways that you can get there.  For example, if your greatest desire is to be healthy, and you dream of being muscular, then design a way to make exercise part of your life. Now, this is a concrete example, certainly, and goals like “be happy” might be harder. When your goals seem too abstract, break them down. So, go back to your define statements, what makes you happy?
  • Deliver: In a non-profit, this is easy. You turn your strategic plan into action points and show how you did it.  But, for people, this is the same in some ways. You make yourself accountable to your goals. Put them on your calendar. Give yourself tasks. Basically, make ways to help yourself achieve your goals.

 

Agile Thinking to Manage Change

Agile was a buzzword, drawn from software designers who came up with an effective means of developing, testing, iterating, and launching in the most efficient manner.

There are plenty of posts that talk about using Agile (and related iterative processes) for personal development. For me, I find agile particularly useful when thinking about weathering change. The challenge for most of us with change is the uncertainty. You have the feeling of walking backwards on a moving sidewalk; the backwards movement sucks but the concentration on remaining standing is even worse. Keeping a few tips from Agile development in mind can help you feel capable of handling change. You might still be walking backwards, but you will at least know that you will know that you can stand up if you fall.

Discover

Change is unpredictable. But, your reactions are predictable. For example, when someone insults you what will you do? You probably have an experience to recall.  What did you do then? There is a 75% chance you will do the same thing.  For example, I am a reactor. If you insult me, I will make fun of you. And, then you won’t like me. However, I am also happy to make up and forget it.

So, sit down to be thoughtful about your reactions:

  • What issues trigger negative reactions? Are you okay with the result of those negative reactions?
  • What really stresses you out related to change? What kinds of change don’t stress you out?
  • What types of change seemed doable? Why were those doable?

Most importantly, don’t judge yourself. Just write. Don’t second guess. There is no wrong answer.

Reflect

Go back to your list and annotate your answers. Fill in the feelings associated with each answer. Put your sheet away. Come back to it. Add other ideas that might come to mind.

Revise/ Repeat

  1. These notes are where you are now. You might even rewrite it as a series of ideal scenarios, like “if X happens, I generally react like y.” These are your current state scenarios.
  2. Turn your scenarios into goals: If this X happens, I would like to react like y. Those will be your change goals.
  3. Come up with some tactics to get you from your current action to your change goals. Write down one or two ways that you can act differently. Focus your strategies on yourself.  You can only efficiently and effectively change you; everything else is pretty much a moving target.
  4. Try these strategies.
  5. Sit down and consider what worked and what didn’t.
  6. Amend your strategies.
  7. Try your new strategies.

Let’s go back to our example of my short temper above. Let’s say that I have decided that for 90% of the times I don’t think the negative reaction is worth it. For those 9/10 times I need to find some ways to change myself.  So for those I might tweet out my insult. But then, it turns out my network is big enough that the “victim” finds out. The act of writing the insult was satisfying, but the fact that people could read it was not. So, then I decide to write it on paper.

In other words, try a plan. Figure out what is wrong with the plan. Improve the plan.

Evolve

Ideally steps 4-7 above have a short turn around (like in one conversation). But, it takes practice to become so thoughtful about your reactions. So, give yourself a chance to get better.

In the end, tactical action in relation to change is the goal. You start getting more and more strategic about your reactions as you practice. You will eventually get so used to handling yourself during change, that it will be your normal.