Winning habits aren't always the most complex. Enhance clarity to build consistency and establish accountability through the simple discipline of scheduling.
Scheduling is the process of having a plan, or at least attempting to tell you day how you think it should go. Writing down your goals is important to do on the macro level of having a life plan, on the annual level of mapping out your course and on the micro level of having a daily road map. There is something special that happens when we take the time to write things down, there is some connection between the engagement of the brain and the enabling of the will that is connected to committing something to your calendar. Read more on the stories of successful people who are in the habit of writing down their goals, HERE.
Scheduling yourself the day prior or early in the morning enables you to be ahead of your day before the chaos hits and the day takes on a mind of it’s own. If you don't schedule ahead, you will always be playing from behind. You never want to get behind, as we all know - that's where the farts are. Whether you schedule in blocks of time or are down to the minute, prioritization (more) starts with having a target. Real Estate mogul and Shark Tank star, Barbara Cocoran, swears by her daily to-do list which she hand writes every night, prioritizes with a simple rating system and emails to her personal assistant for accountability. In an interview with Inc. Magazine Barbara outlines her process, “I rate the items in order of importance: A, B, or C. The A's are where the gold is. These are the things that will move my business ahead and make me money. I find there are really only three to five A items on any given day, and I do those first.”
Goal setting is a muscle that must be worked out on the daily, it requires mental strength, it will test your will power and it is enhanced by accountability from others. Setting aside time in your day to prepare yourself can be as simple as the habit of writing down your schedule. Organization in this way becomes a powerful habit that will help you to make gains on the items that are important to you. Like budgeting for your finances, a good plan will assist you to spend your time (which is impossible to recoup) where it is needed rather than be in a vicious cycle of questioning where the time went at the end of your day. Making your schedule visible to yourself and your team members creates a level of accountability as well as demonstrates leadership by example (more).
Vince Lombardi has a great saying, “The will to win is not nearly so important as the will to prepare to win.” Who doesn’t want to win? Yet the thing that separates those who achieve success from those who talk about it is found in the preparation that winners put in. Those hours of discipline do not happen by accident, they come with a commitment to schedule in time for the things that are important, to prioritize and to persevere through the pain. Organization can be painful or just plain overlooked by many, but a successful system does not have to be complex to be effective.
In terms of property restoration every production manager knows that our schedules have to be constructed with a certain amount of flexibility in them for those inevitable calls for emergency services from water or fire related damages. Drafting a schedule the day prior and making the plan visible for the team (more) are key to communicating that leadership respects the team and is committed to helping them to be prepared for the upcoming needs of our clients. Scheduling is a core communication component that shows our employees we care about them and creates a visible game plan through which we are able to communicate effectively with our clients as well (more). The discipline of scheduling your self should carry into the care of scheduling the team and the courtesy of communicating those schedules to our clients.
The will to prepare to win starts with personal habits that translate into organizational systems that guide our core professional services. Being organized forces us to care about and budget our time. Scheduling generates habits that position us to pursue our goals with clarity, consistency and accountability. Simple things can be the difference between long term success (more) and cycles of chaos.
Organizational truth: Don’t get behind, that’s where the farts are.
More from Barbara Cocoran in her interview with Inc. Magazine, including video - https://www.inc.com/magazine/201704/anna-hensel/day-in-the-life-barbara-corcoran.html
Creating a good working environment is not an easy task but it should be the goal for any company that wants to remain competitive in the current market where finding good people is often more difficult than finding good customers. When we reached out to multiple leaders across various industries, we found one ingredient that is key to developing a team that operates in the positive margins of employee engagement is the simple art of listening.
Danny Morgan, who is a store manager for a national retailer in Eugene, Oregon, shared, “I can tell you it’s not about the money no matter what they say, we all work for the money but it’s not about the money – ain’t about the fetti.” So it if isn’t about the money, what can leaders do to ensure they are communicating to their employees that they are invested in them as people? Mr. Morgan told us, “Every moment to listen, every second of praise and every time letting them know that they can come to you with anything knowing that you will provide a positive spin or reaction.” Listening to team members shows them that they are worth our time and that we care to hear what they have to say. Employees may not always come to you when it’s convenient, but it is important to remember to make time for them as what they share may not seem important but it could be critical to them.
Fire fighters know a thing or two about building a team. Team work is important to all professions, but it is critical when a group must band together to respond to life and death scenarios. Coy Morris, who fights fires with his team near Seattle, Washington, notes that, “Finding the common goal(s) amongst you and your team. Which in and of itself demands open and safe conversation.” Who initiates the process of establishing common goals and building a culture of open communication? For Mr. Morris, “I think the organization sets the mission, the team balances objectives with reality, but I think it starts with management.” Even though fire-fighting is dangerous, this alone is not enough to forge individuals into a strong team as there are plenty of dysfunctional teams that work in high pressure situations. Many of these teams are able to pull it together when necessary but how much more positive would the environment be if they were able to function cohesively? Danny Morgan reminds us that building respect goes both ways, from leaders to and from employees, “One important thing [to remember] is it takes time, one day at a time.”
Tom Los who leads a team for a local government entity in Moses Lake, Washington notes that listening can bring engagement as well as new opportunities for the organization, “I listen to my staff and then give them projects and tasks which mixes their job up. They really enjoy it. If someone has an idea, I try to embrace it as much as possible and let them do it.” When those in a position of leadership fail to listen they may be holding the team back from sharing ideas that could solve problems or push the organization forward. Service industries are built upon the strength of their team members to work together to carry the values of the organization through consistently on every project. Denis Beaulieu who operates in project management leading property restoration and abatement teams in Moorpark, California echoes the importance of listening, “Making sure that they are heard when asked. Have their ideas mean something and not just ask for an opinion or suggestion but try them and see if they work. Don’t discount anyone’s ideas or make yours more important.”
As noted by many that we interviewed, the catchwords and principles we hear from business leadership books go only as far as we are willing to apply them in our teams. What we want to know from real people who are practicing team work, leadership and developing organizations that operate on their values, is how they flesh out these principles in their day to day lives. Denis builds upon his comments from before regarding listening, “Empower people. They feel more a part of the organization when they feel they are part of it and not just working for it. Most important people want to feel they belong.” To be successful in a position of leadership, individuals must remember where they came from, what they desired while they were in the trenches and serve as an intermediary between the makers of decisions (the suits) and the daily decision makers (those in the field). Rex Fox who serves in the leadership team for a credit union based out of Eugene, Oregon, outlines a few key touch points relevant to listening, “Be approachable. Learn about the staff and what is important to them. Be trustworthy and trust your staff (but inspect). Roll up your sleeves and help when needed, but don’t do their jobs for them.” Rex brings up a great point that when we roll up our sleeves and get our hands dirty being shoulder to shoulder with our team members there is an organic exchange between individuals that cannot be built any other way.
Listening provides a means to blur the lines between management and employees that often holds a company back from reaching it’s potential. When a person in a position of leadership takes the time to listen, they remind themselves and the whole team that we are all in this together. Much can be learned about individuals, teams, issues and opportunities by simply taking a moment to hear and receive input from those who are investing in the team, the customers and the culture.
Please note this is one segment in a series related to creating a good working environment based upon brief interviews that we conducted with multiple professionals across various industries, leadership roles and viewpoints on the topic. Stay tuned for more. Shoot us an email or comment if you have something to say on this as well.
Warning, this article is full of mumbo-jumbo about self care. You probably should pass on this article (it's not like you've read the others). Our lives in service based industries, especially where responding to disasters large or small, bring us into contact with individuals, families and communities in various stages of trauma. While we understand that stress can tax our ability to maintain empathy or others and the strain of emergency response to water or fire related disasters at all hours of the day can cause us to be on edge, we may be neglecting the reality of the overall toll of this exposure. Laura van Dernoot Lipsky is pioneering a methodology outlined in her book Trauma Stewardship which provides An everyday guide to caring for self while caring for others.
If you are still reading, maybe you have witnessed the impact of secondary trauma in yourself and/or your response teams. In one profile outlined in the text, Cheri Maples who is the outgoing assistant attorney general for Wisconsin, discusses the revelation in her profession that there was high turnover in probation personnel which wasn’t as much related to training in the skills of the profession but rather a lack of training in personal care abilities. As she notes, “I realized we were losing people emotionally because of secondary trauma (p.138).” This has certainly been true with our teams, we know how to teach and master the skills of our professions but we don't always know how to master caring for ourselves so that we can operate at our full capacity in serving others. The value of being awake, present and aware can be taken for granted or even dismissed as being something for the gurus who deal in mythology but not in the real world. Yet the opposite isn’t seen as dangerous as it is often the status quo across multiple professions, I.E. being numb, detached and disconnected from the cumulative impact of professional stress exposure.
As noted in the book, the basis of trauma stewardship is applying many of those same principles that professionals share with their clients and utilizing those methods to care for themselves. In many ways trauma stewardship is simply walking what you’re talking, or living what you preach to others. We seem better equipped to see and respond to the needs of others without taking into account the impact of that distress on our lives as well as those on our team. Cheri notes that there are three key things to taking care of yourself, first understanding the cycle for what it is, second is having friends outside of your profession and third is developing a daily practice of care (p.141). By understanding these principles we can establish methods to lead by example and enable our teams to care for each other.
There is a cycle, whether you can see it or not, where we are tempted to turn ourselves off to what we are experiencing in order to cope with our daily tasks. It’s easily missed as standard operating procedures but this coping mechanism should be a red flag to ourselves and those that care about us that there needs to be a change in how we approach our profession. Key to caring for yourself so that you can operate within your strengths is realizing that you need to do so. Whether you are a professional caring for others in trauma or someone who is helping others in various stages of need, take the same principles that you would share with those you are serving and make sure that you are applying those concepts in your own life. Walk your talk.
If our social circle is only composed of those who also work with us, there can be a negative reinforcement of the us-versus-them mentality that can prohibit you from seeking additional perspectives. While our friends in our field know the day to day stresses and unique challenges that we face, all parties need additional influences that can help them see things in new ways and perhaps can detect unhealthy behaviors that those in our industry would overlook as normative. Helpful insights can come from good peer discussions or they can also come from seeking mentor relationships. As we have noted previously, “Professional athletes have coaches and trainers even though they are at the very height of their professional skills, earning, and influence. Seeking the assistance of someone who can assist you to tug, carry, or chart your way through the murky waters of personal development can be a very positive and fulfilling addition to your professional adventure (Isaacson, 2017).”
Developing a daily practice of care is something Lipsky goes into greater detail sharing the five directives which include inquiry, focus, balance and community. Tools such as breathing, exercising, utilizing music or sounds, rest and other positive habits are important to helping you maximize your capacity to operate within your values. If we find ourselves in a position of leadership it is important for us to be aware of these issues so that we can lead by example and facilitate practices within our teams that help identify, respond and equip our team members to remain healthy. Whether we lead many or simply lead ourselves, failure to recognize these obstacles and the tools available to positively respond to them we are cutting ourselves short of our full ability.
Lipsky, L. v. D., & Burk, C. (2009). Trauma stewardship: An everyday guide to caring for self while caring for others. San Francisco, CA: Berrett-Koehler Publishers.
Isaacson, J. (September 5, 2017) How to identify the right mentor. The Daily Positive. Retrieved from https://www.thedailypositive.com/identify-right-mentor/#sthash.N759aPeB.dpuf
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Jon Isaacson has a monthly feature column with Restoration & Remediation (R&R) Magazine titled The Intentional Restorer