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825: The Six Steps of Masterful Delegation with Aaron Schmookler

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Aaron Schmookler shares practical, hard-won wisdom on how to delegate wisely to minimize time, and frustration.

You’ll Learn:

  1. How to get over the resistance to delegate
  2. What you need to do before delegating anything 
  3. The simple trick to ensuring follow through 

 

About Aaron

For nearly 30 years, Aaron has helped people find their intrinsic motivation, their capacity to collaborate, and the fulfillment that comes from harnessing their creativity. As the co-founder and CEO of The Yes Works, he specializes in supporting business leaders who believe that people are their greatest asset to create environments that bring out their best. 

Aaron and The Yes Works serve clients across the country and across industries including Microsoft, MOD Pizza, DiscoverOrg, Burkhart Dental Supply, SOG Knives, 9th Gear, and Textainer to make work good for people and people good for work. 

Resources Mentioned

Aaron Schmookler Interview Transcript

Pete Mockaitis
Aaron, welcome back to How to be Awesome at Your Job.

Aaron Schmookler
Thank you for having me, Pete. It’s exciting to be talking to you again.

Pete Mockaitis
Well, I’m excited too. And I was taking a gander at our last conversation. Fun fact, in the transcript of Episode 497, the phrase “Tell me more about that” appeared 13 times.

Aaron Schmookler
Oh, fun that you counted.

Pete Mockaitis
Well, I could just do Control-F find. It’s funny because I think we’re both such fanatical fans of the phrase and how useful it is for a variety of purposes. And, listeners, I recommend you check that out. It may transform your lexicon forever. But I’d love to hear, over the last three years, have there been any interesting stories or discoveries or saves of that day that have emerged with you trying out our favorite phrase?

Aaron Schmookler
Boy, I’m sure that there have been countless times that that has come up. I had already experienced the time when somebody called me a jerk or some other less kind, less family-friendly term, and I said something to the effect of, “Well, clearly, I’ve rubbed you the wrong way. Tell me more about that.” And that turned the relationship around.

Since then, I’m sure it’s helped with the health of my marriage and with my daughter. I’m sure, also, that it’s helped with my business partners and with my clients. It’s such a natural and consistent part of my lexicon now that I don’t think that I have the dramatic stories that I might’ve had when I first started to employ that phrase as a tool.

Pete Mockaitis
Yeah, I hear you. Well, it has continued to serve me well also, particularly when I just need a beat to think, to orient, to, “What the heck is going on right now?” as well as, “I genuinely don’t understand what you said,” and it’s much more friendly than, like, “What the heck are you blathering on about now?”

Aaron Schmookler
“What? That doesn’t make any sense,” is what I’m often tempted to say.

Pete Mockaitis
Okay. Well, good to know. So, now, I’d love to chat with you about delegation. You sent me a beautiful proposal. Thank you for that. And I thought that’s exactly something that we should talk about, so let’s do it. Can you kick us off with any particularly surprising or fascinating or extra counterintuitive discoveries you’ve made about delegation in your 30 years of working with different folks?

Aaron Schmookler
Well, I’ll skip to the end and say I love the book Who Not How. And I’m trying now to remember the name of the author, but “Who Not How,” the premise or the thesis of the book is, essentially, “Stop trying to figure out how to do it. Somebody already knows and they can do it better than you. So, figure out who should be doing this instead of how you are going to do it.”

Pete Mockaitis
I love that so much that I was frantically Googling in the background. It is Dan Sullivan. I believe that’s the strategic coach Dan Sullivan.

Aaron Schmookler
That’s the guy, yeah. Thank you.

Pete Mockaitis
Who’s got a wealth of goodies that I’ve enjoyed.
Who Not How
, I think that really holds true. And I am astounded at how people can often do things so much better than me. Maybe I shouldn’t be astounded. I should just expect that by now, having learned it so many times. Where I thought, I’ve got a rental property in Chicago, and I thought, “Okay, I’ve checked out the BiggerPockets podcast, okay, I’ve got a little bit of sensibility associated with finding a bargain and renting it out and making it look okay.”

And then I get a property manager who just, like, ran circles around me in terms of, “Oh, yeah. Well, that’s actually a two-car garage so you just got to paint a really good line in there.” I was like, “Oh, but it’s kind of tight.” He’s like, “Welcome to every parking space in Chicago. Also, here’s how we can make them pay for their own water.” It’s like, “Whoa, you should be doing this and not me.”

Aaron Schmookler
One of the things that’s coming to the top of my mind as you’re sharing that story, as a counterintuitive truth about delegation, when I’m training managers to delegate effectively, one of the questions that I ask them in kind of preparing before we got to the “What are our six-step model looks like?” is I ask them, “What holds you back from delegating?”

And, very often, I get responses like, “I don’t want to give people things that I wouldn’t want to do. I don’t want to just push the scut work off onto somebody else.” And the remarkable truth is all the stuff that I hate doing, somebody else loves.

Pete Mockaitis
It is remarkable and true. Hence, a remarkable truth.

Aaron Schmookler
Right. I thank God every day for inventing accountants, for example.

Pete Mockaitis
Oh, yes. You’re speaking my language, and I love accountants too. I hope I haven’t been harsh on them just because I dislike doing accounting work so much, but if it’s in the realm of bookkeeping or compliance-y things, today, we had to find a title for a car in order to renew a thing, I was like, “What? Is a paper I was supposed to have received in a mail and then held on to for a year? That’s really pushing my capability.”

Aaron Schmookler
As my friend Dave would say, “I resemble that remark.”

Pete Mockaitis
All right, so that’s cool. So, it’s who not how, and Dan Sullivan wrote a great book called just that, which is nifty. And some things we sure dislike doing, other people love doing. That’s cool and a blessing. So, then lay it on us, is there, maybe, a particularly inspiring story to tee this up and get us going, “Oh, yeah, I’m fired up to delegate”? Maybe there’s someone who’s overwhelmed and transformed their effectiveness and their stress levels with delegation. No pressure, Aaron.

Aaron Schmookler
I’ll tell a story from my own history. I don’t know if we talked before, Pete, about the fact that I come from a theater background, and my primary training there was as a director, but on the way, I was also a technical director. And one of the things that the technical director is responsible for is, at the end of the show, the very night that the last audience sees the show, as soon as the audience is out the door and those doors are closed, at that very moment begins what’s called strike and they start tearing down the set.

A lot of it goes, ridiculous amounts of the set goes into the trash, all the lights are removed, those that aren’t part of the regular repertory in the theater. And the technical director’s job at strike is, essentially, to make sure that it goes and that it goes off without a hitch. And the first time that I ever led strike, I remember standing on the stage, I’ve got my tools in my hands, I’m spending a fair amount of time working on the materials myself, and pointing and telling people, “Okay, go do this,” and giving them a single task to do, and people would be flocking to me.

I, eventually, had to put my tools down, and it was just so much work for me to try to direct 23, or something like that, people to go and do this task and then this task, and then this task, and then this task. I was so exhausted at the end of that night that I might as well have done the strike myself in order to have gotten that exhausted, and it wasn’t very effective. And we were there much longer than we should’ve been, and we made much less progress than we should’ve been.

So, I called up the last tech director that I remembered working for and really enjoyed, and I said, “What did I do wrong? What do I need to do better?” And he said, “Okay. Well, tell me about what you did.” So, I told him the story of the night, he said, “You are assigning things task by task. And then he said, “You got to break things down into objectives, what’s the result that you want to see, and put somebody in charge of that result.”

“And when somebody comes to you and says, ‘What do I do next?’ you say, ‘Go join Mary over there,’ or, ‘Go join John over there. He’s got this project and he’ll put you to work.’” And so, by delegating objectives, I was able to create mini-teams of my team. And the next time, we got more done than we had anticipated. We got out earlier than we had anticipated.

And so, just that one shift from delegating or assigning tasks, and this is a distinction that I was expecting to talk to you about by the end of our conversation, this distinction between assigning tasks and delegating end results, delegating outcomes, was tremendously powerful for me in an instant.

Pete Mockaitis
I love it, and it really does resonate. I am thinking about events. When you talked about striking the stage, like, “Oh, I did some theater stuff back in the day.” And some events, like putting on these, it was called HOBY, Hugh O’Brien Youth Leadership, sophomore leadership seminars for high school students, as well as my wedding. Like, one of my favorite things to do was carve out zones of responsibility for people.

And sometimes, I even like to make up new names. It’s like, “Okay, Michelle, you’re fantastic and I’m going to trust you to be the person who answers all of the guests’ questions that they would like answered when me and my bride would rather not be tied to our phones on our wedding day.”

Aaron Schmookler
There you go.

Pete Mockaitis
Because I’ve been on both sides of that equation in terms of, “Oh, I’ve got some questions but it’s not quite clear. Like, where do I go? What do I do? Can I do this at the wedding? I don’t want to bother the bride and groom but I kind of like to know.” And so, I was like, “Michelle, you are the director of guest experience. That’s your role. And we’re letting all the guests know, ‘If you have any questions, you call Michelle.” And so, that was really cool.

And for HOBY, we got someone who’s talented with design things but she didn’t want to be in charge of the whole programming thing, so we said, “You are the artistic director. If there’s any sort of color or logo or design or image that goes on a T-shirt or a booklet or a nametag or a door decoration, you are the master of that.” And she’s like, “Oh, sweet.” I knew it was fun for both of us because it decimates ambiguity, it was like, “Oh, that’s me.” It’s like, “Oh, lights? You say lights, Aaron, that’s me.” “Oh, did you say the huge backdrop? Oh, that’s me.” And you get to feel good when you own that thing.

Aaron Schmookler
That’s right. That’s right. And I’ve created an event recently that we called “I’m not participating in this recession.” And it was an event for C-suite folks to come to. I had a CEO, who had been the CEO of SOG Knives, to come because he had taken his company through some recessions. And one of the things that he shared with our attendees was that he likes to make people the CEO of their realm within his company because it just creates so much leverage for him to be able to say, “You handle this.”

And one of the things that I advise, when people are contemplating, “Can I delegate this?” is that if somebody can do a job up to 75% as well as you can, 75% is a good marker to say to them, “You, go take care of this.” Because if you can delegate to three people 75% of what you could accomplish, well, the leverage of all that multiplicity is tremendous.

Aaron Schmookler
Seventy-five percent of three things is much better than 100% of one.

Pete Mockaitis
Yeah, I dig that. And I think it’s really useful to note, “The thing that you’re delegating, is it super crazy mission-critical?” Like, there are very few things in this world, although there are some, in which if you do it a hair better, the rewards are huge. I’m thinking about maybe direct-response copywriting. I’m thinking about Google search engine optimization. I’m thinking about Olympic swimming. Hundredth of a second, like, gold versus nothing.

Aaron Schmookler
Yes, that’s correct.

Pete Mockaitis
But almost everything else is, “You can do this 75% as well? Well, then have at it, and away we go.”

Aaron Schmookler
Especially within our companies, part of the time and effort that we put in our companies is on the core competency of our company, “This is what we do. This is what we do different from other people. This is what we do better than other people. This is what you have come to us for. Everything else in our company is not that.”

Pete Mockaitis
That’s right. Bookkeeping, you didn’t come here. Or, invoicing. Yeah, that’s good. All right. Well, lovely concepts. Now, you actually have a pretty precise five or six, depending on how we’re counting, steps for effective delegation. Can you walk us through these?

Aaron Schmookler
Sure. And you’ve hinted at the idea that this is a six-step model with five steps, in a way, because step zero, I’m considering step zero because, though this is the first step in delegating, it is just you, all by yourself, getting yourself ready to go and do the delegation. And there are some questions for you to answer before you go and do that.

One, “What is the desired outcome? What do you want? What is the end state that you need to have accomplished?” In the military, they call this commander’s intent, “What’s the commander’s intent?” It sounds simple but it’s often very hard, and one way to get there is to think about, “Why do I want this done?” That will help you to conceive what is the end result look like.

So, then when you’ve got your end result mapped out, you also need to answer the question, “When do I need to have this result in hand? And, therefore, what’s a decent margin for failing?” So, if I’m going to delegate something to you, Pete, that I need on Friday by 3:00, if I asked you to deliver it to me by Friday at 3:00, I’ve set us both up to be in real trouble. Better that I should ask you for it by Thursday at noon so that we’ve got time to look it over, make some adjustments, figure out that we’ve got problems, resolve them before I need the thing.

The next question to ask yourself, and we’re still in step zero, is, “Who will be served by taking on this responsibility? And who is able to serve the purpose?” That’s kind of a two-part question. So, who is the right person because they’re going to be served by this? Maybe they really enjoy this kind of work. Or, when I have somebody working for me, I ask them, “Where do you want your career to end up? Where do you want your career to be a year, five years down the line? Okay, what skills and talents are you going to need to get there? Oh, well, this project is going to serve you developing that. So, that is a good reason to give this to you, also, because you’re going to be capable of serving the purpose.”

And then the last question to ask yourself, but still in prep, is, “What are they going to need to succeed? What’s the information that they’re going to need? What resources are they going to need?” And do not skip this one, “What authority, what decision-making authority are they going to need in order to succeed?” That’s step zero before you even begin to delegate, preparing yourself to be ready.

Pete Mockaitis
Okay. And then, I’m wondering, for those who have a hard time letting go, delegating, they might say, “Well, nobody is sufficiently qualified or able to handle this.” How do we respond to that?

Aaron Schmookler
Two things. One is, “Are you sure?” We talked already about that 75% rule. If somebody is going to be able to deliver 75%, then maybe it’s time to reassess what nobody looks like. The second thought that I have is Dennis Bakke wrote a book called Joy at Work in which he suggests that you push decision-making down. And in delegating, he says, “You can set parameters. Without withdrawing the authority to make decisions, you can set parameters.”

So, if I delegate to you, Pete, and I think you don’t have the judgment yet, I might say, “I want you to talk to Betty and Bob about everything that you’re considering before you make the decision. At the end of the day, the decision is yours, and I want you to have the benefit of their insights before you make the final decision.” So, that’s another way of cranking up people’s capability while leaving their decision-making authority intact.

And I’ve actually thought of a third thing to share, which is, “If they can’t do the whole thing, what parts of it can they do? What parts of it can you delegate and then maybe you retain the rest?”

Pete Mockaitis
That’s good. All right. I like that notion of the parameters. So, one of it could be, “If it’s you get the input from these people, another one could be if it’s over X thousand dollars or whatever, then you check in with me,” or, “If it’s concerning super client A, B, or C, I want to know about it. If it’s any dozens of other clients, have at it.”

Cool. So, we’ve got the parameters, so it’s not a sort of 100% carte blanche, “It’s all yours,” but rather, “Okay, here’s a slice of it,” and it may very well still be the vast majority, which is cool. All right, so that’s step zero. What’s our step one?

Aaron Schmookler
Step one, and this one is a little bit counterintuitive, is to ask somebody, to give them something to do without giving them any details. And this is counterintuitive on a couple of levels. When we’re training managers, some people push back on the idea that they should ask anybody anything instead of just simply telling them, “Hey, here’s what you’re going to do.”

And then the other reason that they push back is they say, “What do you mean with no details?” So, here’s what I mean, “Hey, Pete, can I get your help with something?” “Pete, may I give you a project?”

Pete Mockaitis
It’s so funny, like, when you asked me that, you’ve galvanized my attention but maybe in an anxious kind of a way, it’s like, “Ahh, what do you have in mind exactly, Aaron?” And maybe…

Aaron Schmookler
So, the maybe is important because the maybe is correct, and we’ll get to that in a moment. The galvanizing your attention is the biggest part of this. One is I’m treating with respect by asking for permission. And then I can’t count the number of times, somebody will poke their head into my office and simply start to ask me questions, and my attention is on whatever I’m doing, and I have no idea what they’ve said, it goes in one ear and out the other.

And with my attention deficit disorder, and I’m very much like this, and even neurotypical people are like this as well, we all need a basket to put things in. So, when you say, “Can I get your help with something? Can I give you a project? Can I give you a new responsibility?” I now have a basket to put all of the details that you’re going to give me in and create order for my brain, and that’s going to serve everybody.

And with respect to the anxiety that I’ve created, largely that’s because you and I don’t have a relationship where we’re doing this, where you know what’s going to come next. So, one of the things that I recommend to any manager or anybody who’s in a position to be delegating is to tell people in advance, “Hey, when I delegate to you, here’s what it’s going to look like. I’m going to go through these six steps.”

“And what this step I’m going to do before I even get to you, then I’m going to come and I’m going to ask you, ‘Can I get your help with something?’ I’m going to ask you, ‘Can I give you a new responsibility?’” And no is a perfectly good answer, and here are the other steps that I’m going to go through so that that anxiety is alleviated in advance by your knowing, “Okay, this is just step one in a five-step process.”

Pete Mockaitis
Certainly. And then I think you say no is the acceptable answer to, “Can I get your help with something?” I guess, also, maybe any number of context-sharing things, like, “Well, I feel wildly overwhelmed by this crazy important task that’s due in two hours, but what did you have in mind?”

Aaron Schmookler
Right. And if you tell me you have a crazy important task that’s due in two hours, I’m going to say, either, “Thank you for telling me, Pete, you’re not the right person,” or, “Oh, well, this is not pressing. Why don’t I come to you three hours from now to give you a chance to get that turned in and catch your breath?”

Pete Mockaitis
That’s good.

Aaron Schmookler
So, that takes us to step two, which is now we’re going to lay out the details of who does what by when, what is it that I’m asking you for. And there’s another podcast called Manager Tools, and one of the things that they suggest at this point in any delegation is that instead of delegating the task be done, delegate the reporting that it is done.

And I think that is just a brilliant insight to say, instead of, “Hey, Pete, will you do this?” to say, “Hey, Pete, please tell me by 3:00 p.m. on Thursday that this is complete,” or, “Please send me an email with the file of this report by 3:00 p.m. on Thursday.” So, you’re delegating the reporting because if I don’t know it’s done, it has no value to me.

So, delegate the reporting, “Tell me as soon as this is complete. Here’s the outcome I’m looking for,” the manager’s intent, what is the end state, rather than all of the meticulous details, “Here’s the deadline and here are some resources, here are some considerations, here’s the authority that you have.” When I say consideration, that might be you might be tempted. If I’m asking you to rent us a truck, I might say, “The last time we went to U-Hall, we had these problems, so consider looking at Penske and Budget before you go talking to U-Hall.” So, that’s step two, is to lay out what it is that I’m asking for.

Pete Mockaitis
All right. So you’re elaborating, so who does what, by when, to what standard, for what reason, with what resources. Can you elaborate a little bit on the standard? Like, how can we go about unpacking and delineating what is good optimal acceptable versus what is not?

Aaron Schmookler
So, you’re going to want to ask yourself the question of, “What do I need to see?” So, the standard for a truck might include it needs those rails on the wall that you can latch things to. The standard might include the budget. The standard might include the size of the truck. If I’m asking you to create a report, the standard might include margins for error.

Or, if I’m asking you to design something, the standard might be, “I want this to look opulent.” What are the ways that you can describe what it should look like, what it should feel like, what it should be like? And what are the questions that you’re going to be asking when you assess its success?

Aaron Schmookler
In other words, how do we know if you’ve succeeded at the end? Are there no grammatical errors? Are there no spelling errors? Does that matter? And perfectionism, when we talk about perfectionism, perfectionism is somebody insisting that they go beyond the standard, which wastes time, effort, and peace of mind.

Pete Mockaitis
Yeah, okay. Cool. Well, now, can you share with us the step three, negotiate?

Aaron Schmookler
Yeah. So, step three, as you said, is to negotiate, “I asked you if I could give you something. You said yes. And you said yes sight unseen, or maybe you said it depends, so you don’t know what…you didn’t know until now what I was asking for.” So, at this point, the negotiation includes asking the questions, “Okay, now that you know what I’m asking for, Pete, are you still in? Does this still work for you? Do you have what you need?”

“I’ve told you about these resources, I’ve told you about that authority, I’ve given you these tools. Is there anything else that you need that I haven’t thought of? Do you need help? Do you need people? People are some of the resources that you might need. And if you’re tempted to say no, and/or if you’re not sure how to meet the rest of your obligations, then we may be reallocating your other priorities and your other responsibilities.”

“I don’t have time to do that because I’ve got this.” “Oh, well, let’s delay the deadline on that,” or, “Okay, let me take back this thing that I was trying to delegate to you because, clearly, this isn’t going to fit on your plate,” or, “Let’s take this other thing off your plate and give it to somebody else so that you have the bandwidth to handle this.” So, the negotiation is, “Okay, what will it take to make this work if, in fact, it does?”

Pete Mockaitis
Okay. And then step four?
Aaron Schmookler
So, step four is to keep in touch, and this is very often an overlooked step because people say, “Okay, go do this. I’ll see you at the end.” Tools for this include if you’re a manager having weekly one-on-ones where you’re checking in with your direct report, or the weekly one-on-one is focused on your relationship in general where you keep touch, “How is this going?”

Or, if this is a longer-term project, you set, “Here’s the final deadline,” that there are benchmarks along the way, “Here’s how we know we’re on track. This is going to be accomplished three weeks away from the deadline,” “This is going to be accomplished four weeks away from the deadline,” “This is going to be accomplished five weeks away from the deadline.” So, you’re keeping touch of, “Are we on track at each of those benchmark locations?” And you’re checking in on the standards at those times as well.

So, you create a channel for reporting and keep in touch at least weekly, at least briefly. So, that’s step four, is to make sure that you’re keeping in touch.

Pete Mockaitis
At least weekly, that’s handy. And then you mentioned that fine is not a status report in terms of, “Hey, how are things going?” “Fine.” What more precisely are we looking to hear when we’re keeping in touch?

Aaron Schmookler
Here’s where the benchmarks come in, “Oh, well, I’m two days behind on this benchmark,” or, “I’m two days ahead. I’ve reached this benchmark even though it’s not actually due until two days from now.” So, that’s one thing. Or, a status report is, “We’re on track and, in terms of we’ve hit all the benchmarks, up until now. And there’s an obstacle emerging that I didn’t anticipate. Let’s talk about how I might get around this obstacle. Can I have your insight?” Or, “I’m going to need a $100 or $1,000 to level this obstacle that’s come up.” “The price of lumber has changed.”

Pete Mockaitis
Okay. And then step five, debrief?

Aaron Schmookler
Step five is after the fact. So, arguably, this isn’t part of a delegation model. It’s part of a checking in, and I think it needs to be there because I don’t consider it complete until we’ve learned what there is to learn from the process that we just went through, “What worked and what didn’t? What worked in terms of how our communication went? What worked in terms of my execution of what you delegated to me? What worked in terms of did our standard actually meet the need?”

“I delivered this entirely on standard. This is exactly what we designed and it still didn’t solve the problem that this project was intended to solve. So, what needs to change?” So, a few questions to ask here, “What do we need to keep? What do we need to stop, to just get rid of this entirely? This was completely extraneous. What do we need to add? What wasn’t there that needs to be there? And what do we need to adjust? We got the blue one, it was the wrong blue. Or, we got these but, instead of five, we need seven.”

So, what do we need to keep, what do we need to stop, what do we need to add, what do we need to adjust. And that takes us, Pete, through six steps if you include step zero to prepare yourself for the delegation.

Pete Mockaitis
Okay. And then maybe zooming out or cutting across all these steps, what are some of the top things that make all the difference for preventing disasters, disappointments, oopsies, and stressful moments?

Aaron Schmookler
So, I’ll start with perhaps the answer that people are going to like the least. I remember when I took my first advanced level biology class in college was a genetics class. And I sat down for the first exam, and I looked at the cover sheet of the exam, and what it said was, “This is one test in one class, in one part of your schooling, which is just one part of your life. Your performance on this exam, while it may be important right now, is not critical to the outcome of your life, so don’t fret.” That was the cover page of this exam.

And then I opened up the exam, and the first question was, “For ten points, what color is a Golden Retriever? Hint: Look at its name.” So, that story is intended, Pete, to illustrate that part of how you can prevent disasters is by chilling out, both because the things that you’re thinking of as disasters are probably not as disastrous as you think they are, and because fearing disaster makes disaster more likely. And so, one illustration that I love about this, I used to be a hang glider pilot.

Pete Mockaitis
Oh, cool.

Aaron Schmookler
And when you land a hand glider, generally, you’re looking for a big open field to land the hang glider in. And what happens more often than you would imagine is that there’s a big open field with one tree in the middle, and the hang glider pilot hits the tree in the middle. There’s lots of open space, and the hang glider pilot flies right into the tree.

And the reason is that in the fear and anxiety of not wanting to hit the tree, the pilot looks at the tree. And your brain is designed to take you where you’re looking. Millions of years of evolution have made our brains direct where we go to where we’re looking. So, if you’re looking for a disaster, you are much more likely to steer into it. Look instead for the clear open field, and you think, “Open field. Open field. Okay, there’s the tree, that’s where I don’t want to go,” and then you spend the bulk of your time and attention on, “Here’s where I do want to go. Here’s where I do want to go.”

Another part of the answer to your question, Pete, is to consider those benchmarks, and to really not get lazy about checking in with those benchmarks, and assessing along the way, as part of your keep in touch step, “Do these benchmarks still make sense or do they need to be reassessed? Are we still on target to meet the deadline? Are we still on standard? Are we getting further and further? If we start to fall behind, are we getting further and further behind, or are we finding that, over time, we’re catching up?” So, those are a few of the thoughts that I have about that question.

[39:21]

Pete Mockaitis
All right. And then when it comes to micromanaging, I think folks don’t like being micromanaged, and, on the flipside, managers are scared to be micromanaging. How do we make sure we strike this balance appropriately?

Aaron Schmookler
Micromanaging is about backseat driving. It’s about checking in so regularly that people can’t get into a flow. Micromanaging is about making decisions that other people could make. It is not about the frequency of your check-in, provided you’re allowing people to accomplish stuff and get into a flow state before your next check-in. People are so afraid of micromanaging in my experience. The tyranny of micromanagement is the fear of micromanaging far more often than the tyranny of micromanagement is actual micromanagement.

Pete Mockaitis
Okay. Well, so that’s reassuring and comforting. So, then any maybe pro tips or indicators, like, “Oh, you might be getting close to that line”?

Aaron Schmookler
Of micromanagement?

Pete Mockaitis
Yeah.

Aaron Schmookler
If you are tempted to take back the project that you’ve given to somebody, think twice. Taking back the delegation is often a piece of micromanagement. If you are trying to get marginal improvement by changing the decisions that they have made, you’re very likely micromanaging. And it’s important to think about… micromanagers are very often, what they’re trying to do is risk management, “I don’t want this to go badly. I want this to go as well as it possibly could. I want the outcome to be 100%.”

The risk there, the risk that you actually attain is demoralizing people, is losing the leverage that you have as somebody who can delegate, to get more than one thing done at a time. And so, if you are wasting human capital, if you are wasting people’s potential and fulfillment in pursuit of marginal accomplishment, you are a micromanager. It’s time to rethink your priorities.

Pete Mockaitis
Okay. Well, now, Aaron, tell me, anything else you want to make sure to mention before we shift gears and hear about some of your favorite things?

Aaron Schmookler
I’m glad you brought up micromanagement because that probably would’ve been how I would’ve answered that question. I think I’m ready for favorite things.

Pete Mockaitis
Let’s do it. Could you share a favorite quote, something you find inspiring?

Aaron Schmookler
This quote is often attributed to Goethe and it, evidently, is not his, and it’s not known where it came from. So, it is, “Whatever you can do or dream you can, begin it. Boldness has genius, power, and magic in it.”

Pete Mockaitis
Okay. And a favorite study or experiment or bit of research?

Aaron Schmookler
there’s an experiment around something called enclothed cognition.

Pete Mockaitis
Oh, yeah.

Aaron Schmookler
And enclothed cognition is, essentially, enclothed, meaning the clothes that you are wearing, cognition, meaning thought. And so, this experiment took people and put them in a smock, like a painter’s smock, and asked them to do accounting work, like work on a spreadsheet, the kind of stuff that you and I were talking about we don’t really like.

And wearing a smock, they were worse than if they were just wearing their normal clothes at doing that task. And wearing a lab coat, they were better than they were at doing that task than if they were just wearing their normal street clothes. And by contrast, if they were asked to do something creative, like create a painting, then they were better wearing the smock than they were in their normal street clothes. And if you put them in a lab coat, they were worse at being creative and original and interesting in creating their art than they were…worse in a lab coat than they were in their street clothes. Fascinating.

Pete Mockaitis
Okay. And a favorite book?

Aaron Schmookler
Today, I’m going to name Never Split the Difference by Chris Voss. A very compelling book about negotiation.

Pete Mockaitis
And a favorite tool, something you use to be awesome at your job.

Aaron Schmookler
I love Calendly. I’m not that great at tracking administrative details, so being able to give somebody either a link to go and book time on my calendar, or Calendly gives you this one-off meeting thing where I can tell you, “Here are a bunch of times. Click one and you’ll appear instantly on my calendar.” Very, very useful for me.

Pete Mockaitis
All right. And a favorite habit?

Aaron Schmookler
“One more” is my favorite habit right now. There’s a lot to do in my life, as there is in all or our lives. And I might go to the sink that’s maybe full of the day’s dishes and start to wash the dishes and start to be tempted to go, “I’m feeling hungry. I want to go dirty another dish.” And I just say, “One more.” And one more will often get me all the way through all the dishes, or all the phone calls that I need to make, or any of those things. So, I have a habit right now of saying, “One more,” when I start to feel like, “I’ve got to move on from this.”

Pete Mockaitis
Okay. And is there a particular nugget you share that seems to connect and resonate with folks; they quote it back to you often?

Aaron Schmookler
I’ve mentioned some of the manager training that we’ve been doing lately, and this is something that hits all managers, I think, where they live. I’ve had CEOs audibly kind of get hit, they sound like they’ve just been punched in the stomach when I say, “If there’s no consequence for consistently missing a job requirement, then that thing is not actually a job requirement. It’s something that you’ve put on your wish list and it’s a resentment-builder.”

Pete Mockaitis
Okay, yeah. And if folks want to learn more or get in touch, where would you point them?

Aaron Schmookler
You can find me on LinkedIn. I’m the only Aaron Schmookler on LinkedIn. And you can find me on all the work that we’re doing at TheYesWorks.com.

Pete Mockaitis
Okay. And do you have a final challenge or call to action for folks looking to be awesome at their jobs?

Aaron Schmookler
Yeah, I’ll stay in keeping with the theme of the day – delegate. Go delegate. Are you not good at it? Delegate it. Are you not interested in it? Delegate it. You don’t have time? Delegate it. Delegate it. Go delegate. There’s almost nobody that I know who delegates too much, but there are lots of people that I know who delegate too little. Myself included, by the way.

Pete Mockaitis
All right. Aaron, this has been a treat. I wish much luck and fun in all your delegations.

Aaron Schmookler
Well, thank you. Likewise, right back at you.

594: Achieving More by Embracing Your Productivity Style with Carson Tate

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Carson Tate says: "There's no one-size-fits-all approach to productivity."

Carson Tate discusses the four productivity styles—and how to pick the best tools and practices that best suit you.

You’ll Learn:

  1. How to pick the right system for your productivity style
  2. The top tools for keeping your inbox under control
  3. How to work in harmony with opposing productivity styles

About Carson

Carson is the founder and Managing Partner of Working Simply. She is the author of Work Simply: Embracing the Power of Your Personal Productivity Style. Her views have been included in top-tier business media including Bloomberg Businessweek, Business Insider, CBS Money Watch, Fast Company, Forbes, Harvard Business Review blog, The New York Times, USA Today, Working Mother and more.

Prior to starting Working Simply, Carson worked in Human Resources and sales functions with Fortune 200 firms. Carson holds a BA in psychology from Washington and Lee University, a Masters in Organization Development, and a Coaching Certificate from the McColl School of Business at Queens University.

Resources mentioned in the show:

Thank you Sponsors!

Carson Tate Interview Transcript

Pete Mockaitis
Carson, thanks so much for joining us here on the How to be Awesome at Your Job podcast.

Carson Tate
Thanks, Pete. I’m glad to be with you today.

Pete Mockaitis
Well, I’m glad to be with you and to get into some of the mess that is our lives and productivity and such. But I understand you also love the mess of mud runs and more. What’s the story here?

Carson Tate
Yes. So, a couple of my girlfriends and I got bored a few years ago with just regular road races and we decided to branch out, and it is some of the most fun that we have, and we are literally cleaning mud out of our ears for days afterwards, and obstacles, and you push yourself, but it’s great fun.

Pete Mockaitis
Cool. Let’s see, I’m familiar with the Tough Mudder. What are the other big names in mud running?

Carson Tate
So, the Tough Mudder is the one that we’ve done. And there’s also, in North Carolina, a couple of just very small local races as well.

Pete Mockaitis
Okay. Cool. Well, that’s some fun background. I want to get your view here, so you’ve done a lot of work about work, researching people and productivity, and kind of what makes us tick. What would you say is maybe the most surprising and fascinating discovery you’ve made about people and productivity from all of your explorations?

Carson Tate
If we really want to be productive, you’ve got to align your tools and your strategies to how you think and process.

So, what often happens is people try a new app and it doesn’t work for them, and then they think they’re not capable of getting organized or there’s something wrong with them. No, it’s just the tool that doesn’t work for you. So, it’s about aligning your tools to how you think and process, and then really creating a custom toolkit.

Pete Mockaitis
Okay. Well, so in your world, you defined four different productivity styles. And I’d love it if you could, call me a skeptic or what the word is, but I’d love to hear a little bit about the underlying research in that. I guess for like with the Enneagram, for example, I’m like, “Who says there’s nine types? How do we know there’s nine? Why are there not eight or 12? Why are they not like 34 like the Strengths?” So, can you lay it on us, how do we come up with four?

Carson Tate
Absolutely. So, first of all, my graduate research looked at cognitive thinking styles, so this is different than personality. This is literally how you think and process information. And so, I looked at the research, neuroscience and research, into how we think. And so, the concept of left brain and right brain, it’s not technically accurate but that’s easy classification, and then started digging into an instrument called Hermann Brain Dominance Inventory that looks at thinking style, and realized that that’s a great instrument, and there’s a gap, and that that instrument does not tell you how your thinking style informs how you work. And by how you work, I mean how you think about time, how you structure your day, whether you like to take notes or not, what your inbox looks like, and whether or not you like file folders.

So, using what I understood around our thinking styles, I developed first-tier assessment in grad school and then tested it out, and realized that there really are topologies, there are four different styles that broadly characterized these thinking styles. So, one is prioritizer, analytical, linear, fact-based. These are the folks that like spreadsheets and data and details. Then planners, organized, sequential, detailed. These are the folks that have never met a checklist they didn’t like. These are the project planners. Arrangers, these are your intuitive, kinesthetic, relational folks. They do their work with and  through people. They like colorful pens, they’re visual. And then visualizers, these are your big-picture strategic thinkers. They are the ones that are pushing the envelope, “Why not?” They don’t like structure. They think in big, broad concepts.

So, first iteration, tested it, had to refine the topology. Tested it again. And now we’re on an iteration, this is our third iteration. We’ve had over 2.5 million people take it and validating the results.

Pete Mockaitis
Wait. What’s the number again?

Carson Tate
Two and a half million.

Pete Mockaitis
All right. Good work. Cool.

Carson Tate
So, it’s working. It’s definitely working. And, Pete, I think what is helpful about it, like any of these assessments, and I hear you on what’s the science behind it. Fundamentally, it’s just an awareness tool. So, if you’re my client, I’m coaching  you, and I can help you see how your thinking is informing why you do not want to schedule your day in 15-minute increments in a way that would better help you optimize your time, that is what’s going to lead to your productivity. So, that awareness. So, it’s just an awareness too. It’s just access into how you think.

Pete Mockaitis
Well, yeah, I would love it if you could sort of make that come alive for us here in terms of if you could maybe share a story of maybe someone who was doing something and it wasn’t working for him, and then they made a discovery about this, and then they saw some cool results from there.

Carson Tate
Yeah, absolutely. So, I was working with a client, we’ll call him Bill, he worked in the nonprofit sector, and Bill, very tech savvy, Bill had probably tried every app that’s out there, every to-do app, and he would stick to it for like a week or so, he’s so excited, and then the wheels fall off, and he’d be crazy it’s not working out. He could never find an email. He’d taken plenty of email management classes, he was late on all of his projects. And so, when I met with him, the first thing I realized was that he was a visualizer, really big-picture thinker. So, an app that was very linear and very designed for really discrete details, it went counter to how he thought about things.

He thought about things in terms of ideas, so this was how he was going to solve the waste management issue, like these big concepts. So, what I’d asked him to do was try mind-mapping software so he could anchor the central concept, and then from it, pull out things that needed to happen around it. So, making these really graphical charts he could see. And the second thing we did was we removed every single folder that he had in his inbox because out of sight was out of mind. He’d get an email and then he’d file it away in the to-do folder, but he’d forget about it because he was visual.

So, we turned his inbox into a visual to-do list by changing the subject line of his email messages to his next action steps so he could see them. They never went away. He could search them and see them. And then we reconfigured his calendar. So, these tight little very structured meeting, meeting, meeting didn’t work for him. So, we started thinking about his work in terms of theme days. So, Monday’s theme for him was admin, so all of the internal work, the internal meetings, the one on one’s. Tuesday, he was out in the field, he did some work out in the field inspecting job sites. Wednesdays was back in the office. Thursday was another field day, so he could kind of group and organize things based on themes.

So, fits and starts. Three weeks later, I checked in with him, and he’s still on those early stages of trying to get it to work, but what had happened is that his manager noticed that he was arriving on time to meetings, and that he’d actually turned in two things early. He was so proud of him, super proud of him. Fast forward six months later, he’s hitting all of his marks, he’s up for a promotion, and he actually had started working on a book that he was talking about for his nonprofit that he had setup because he created the mental space and the time space to also start to pursue some of his personal passions because he got work dialed in.

Pete Mockaitis
Well, there’s a lot in there. And it’s funny because I’ve heard about how grand mind mapping is, and I haven’t really had much cool results with it, part of it is like my writing is hard to read and it gets kind of crunched. I could try the big piece of paper. So, yeah, I haven’t personally had a mind-mapping session that knocked my socks off in terms of, “Wow, that’s so cool. I’m glad I did that.”

And, yet, when you first mentioned the prioritizer, I am in so all about finding sort of the 80/20 high-leverage thing that does it. And I do have a spreadsheet that estimates the profit generated per hour invested of various business initiatives and then that gets me fired up, like, ‘Holy smokes, that one is worth ten times what that one is worth.” So, as you laid this out, it makes a lot of sense how, hey, mind mapping is game-changing for some but, for me, it hasn’t been resonant yet.

Carson Tate
Right, because it’s not quantifiable for you. So, as a prioritizer, you need to quantify your efforts. So, we either quantify in terms of minutes, we quantify in terms dollars, we quantify it in terms of emails processed in minutes, number of items checked off, how quickly you achieved an objective, how many minutes were shaved off of a meeting. So, that is speaking your productivity language. But for Ben, he doesn’t care. That doesn’t motivate him. He doesn’t care about that. He’s more concepts, “What’s next? And how do we build a system for him?” And he actually used a whiteboard, and then there’s also a software called MindJet that you can do mind mapping on the computer.

Pete Mockaitis
Yeah. Well, okay, since you opened up that door, I can’t resist. Let’s hear the tools because it can be tempting to play tools all day long, but if we can have just a couple of minutes. So, MindJet is cool for mind-mapping individualizers. Is there any other sort software or tools you recommend for each of the other three?

Carson Tate
So, I like Trello for planners, and arrangers can use it a little bit. Evernote is great for arrangers and for visualizers because they have blank pages. And prioritizers, you can use Todoist, you can use Things, and there are a host of them that are designed for prioritizers.

Pete Mockaitis
Well, it’s funny, I think that I love OmniFocus and just a spreadsheet most often because I can see those numbers.

Carson Tate
Right.
I would say that you’re definitely onto something but it really doesn’t matter what the tool is as long as it works for you. So, Excel, a great tool for you, but it might not have the flash or the name recognition, but it works for you. So, part of the push and the struggle on productivity is, can you stand on the ground of, “Hey, you know what, I use a legal pad. It works for me”?

Pete Mockaitis
Right. Understood. Okay. Cool. And then I guess I’m also thinking that, I guess, in some ways, different projects and different outputs that you’re shooting for sort of seem to align more readily to different folks. I guess I’m thinking if I’m trying to say, “Hey, manufacturing plant manager, I need you to optimize our outputs and shave off all the time associated with cranking out the widgets,” going on a visualizer style, or maybe just my bias as a prioritizer, but it doesn’t quite seem like that’s ideal but maybe all roads lead to Rome or something. Like, there’s multiple paths that will end up doing the same thing. What’s your take on that?

Carson Tate
All roads lead to Rome, and each of these styles has a strength. So, if we’ve got to optimize throughput on a manufacturing line, I’m going to strongly encourage that we have a prioritizer to think about that. If we need to redesign the line, then I’m going to suggest we have a visualizer to think about a new approach. And if it’s about, “Do we have a team that’s highly functioning on this line?” I’m going to ask the arranger to do that work.

Pete Mockaitis
Okay. Well, so then I suppose, tell us, how does one learn what their style is?

Carson Tate
So, we have the assessments on our website WorkingSimply.com, you can go and take it on the website. Then we also have multiple articles on our blogs that talk about these styles and questions you can ask to help you determine your productivity style.

Pete Mockaitis
Okay. And so then, can you tell us, once we are aware of our productivity style, I guess what are some of the sort of top do’s and don’ts that we should keep in mind? Either things that are sort of universally applicable to all or the particulars, “Hey, prioritizers probably do this and don’t do that.”

Carson Tate
Yes. So, universal, I have two universals across the board for all four styles. One is the concept which, I think, Pete, you are 100% in alignment with, which is time is a commodity. And so, we talk about it with our coaching clients and our training clients that time is non-renewable resource, “We all have the same 168 hours in a week. How do you choose to invest it for your highest ROI?” So, that’s across the board best practice, “Can you make that paradigm shift to being as intentional and as thoughtful about your time spent as you are your money spent?” What you’ve done with your spreadsheet is you’ve quantified time. You know what an hour of your time is worth and you make your decisions based on that.

The second universal principle is around inboxes, and we believe that your inbox is the best personal assistant you’ve ever had.

Pete Mockaitis
Do you mean email inbox or…?

Carson Tate
Your email inbox, yes. And so, to use all of the technology tools that are available in your platform, to automate as much as possible of your email management.

Pete Mockaitis
Don’t even know we’re going to go here. Let’s go there now.

Carson Tate
You want to dig into email? Let’s talk email. Let’s talk inboxes.

Pete Mockaitis
So, there’s the tools. I mean, hey, I love my email tools. I like Superhuman to fly through them, and I like SaneBox to filter. I guess, what are the other tools, and what are the other just sort of approaches in terms of what you’re doing in there, kind of regardless of the software you got?

Carson Tate
So, regardless of the software, we suggest a process we call the email agility process. You read it. You decide what it is. Does it require action by you? If action is required by you, you do it, not channeling Nike. You just do it if you do it under five minutes. Delegate it if you can, if you don’t have the knowledge and authority. Don’t have the knowledge and authority, you delegate it or you convert it to a task. So, convert them to task in Gmail, Outlook, you can send it to Evernote, but you are making that decision around the action step because what we don’t want to do is re-read the email. And if no action is required, you delete it or you file it. And then the final step is to contain and think thoughtfully about how you want to store and retrieve your messages.

Pete Mockaitis
Well, yeah, how do I arrive with that decision, the containing?

Carson Tate
The containing, yes. And this goes back though, Pete, the containing piece is where it becomes really personal. So, for you as a prioritizer, it’s going to look different than my example Ben, the visualizer. So, he doesn’t use folders. His containment method is everything lives in there, and he uses search functions. It works great for him. You probably have some folders, yeah, or nothing in your inbox.

Pete Mockaitis
It depends on what day you catch me.

Carson Tate
Yes.

Pete Mockaitis
Yes, search is the primary way I pull one up although I do have the labels and the archiving. Okay. And so then, you say it’s the best personal assistant we have in the sense that it’s kind of like bringing to our attention that which we need to deal with or…

Carson Tate
Right. So, I’ll take Outlook, for example. So, in Outlook, you can use a function called conditional formatting. It’s very similar to labels in Gmail. And we can set it up so every time Pete emails me, that email comes in in bright red. So, what I’m doing is I’m telling my assistant, “Flag Pete. Turn him this color.” And when you come in my inbox, I now have a visual prioritization. I’ll read red first, then blue, then I’ll deal with the black ones. So, my assistant, I’ve told my assistant what to do, and then my assistant does it over and over again with no input from me, saving me that step of getting in and prioritizing every time.

And so, it’s thinking through if you always file this email, well, write a rule. Don’t do it. Have the technology do it for you. Another example we use with all of our clients, a lot of the emails that we send, and I can imagine for you, a lot of these are the same thing, “So, here’s the logon, here’s the link, here’s what you need to do as a guest on my show.” You’re written it. It’s a template. Well, save it as a template in your email program so that you can just use it over and over again, just like you would a Word doc or an Excel doc. So, we want to eliminate rework and automate using the tools as much as possible.

Pete Mockaitis
Okay. Thank you. Well, so then when we got the productivity style of your own self, and then you’re interacting with others, how do you play that game? Because I imagine some people are pretty kind of chill, “Hey, man, however you want to do it. Just get it done by this time according to these principles.” And others are going to pretty precise, it’s like, “Hey, I need you to do…” I’m thinking about podcast sponsorship now, “I need you to do an air check, and you download reporting at this time. And I’m on this platform and this system.” So, yeah, I imagine that can create either harmony or irritation when these things come together. How do we navigate that?

Carson Tate
You’re exactly right. So, harmony when you’re working with someone who has the same style as you or similar style. So, Pete, if I was a prioritizer, and you and I are paired up on a project, we end up speaking quite the same language. We’re focused on the outcome. We want the data. We want to be quick. We want to be efficient. So, it’s very easy for us to work together. We’re pretty aligned. We get it done.

But if you were working with an arranger who’s focused on the people and wants to get everyone’s opinion about what the objective is, that’s going to be pretty frustrating for you. Very frustrating. And for the arranger, they’re going to be frustrated because you just want to get to work, and they don’t feel like they’ve built the team and aligned around the team. The planner, detailed, organized, who wants to put together your project plan, when they work with a visualizer, the visualizer doesn’t like structure, they don’t want a project plan, they don’t want details, so that’s going to create a pretty predictable clash. So, when you work with someone like you, easy.

When we talk about going cross-quadrants, so prioritizer to arranger, that’s the most significant difference, the biggest clash. Planner to visualizer, going that way, other very significant clash. It’s just going to be harder to work together.

Pete Mockaitis
Okay. And so, acknowledging that’s going to be harder, what do you do about it?

Carson Tate
What do you about it? So, first, you got to communicate. So, each of these four productivity styles has a central question they want answered. So, you as a prioritizer, you want the what, “What’s the goal? What’s the objective? What’s the data?” The planner, how, “How have you done it before? How do you want to do it? How do we need to produce this deliverable?” The folks on the process, the how. The arranger’s focus is on the who, “Who’s on the team? Whos’ involved? Who are the stakeholders?” And the visualizer is asking those big-picture questions, “Why not? Why are we thinking about this? Why does this matter? How does this connect to strategy?”

And so, if I’m a planner working with a visualizer, I need to be thinking about and answering those why questions, talking about strategy, talking about big picture, creating opportunities for innovation. And, vice versa, if the visualizer is working with a planner, they need to be comfortable talking about the how and the details and being willing to work through a sequential process with them.

Pete Mockaitis
Okay. Yeah, understood. And you also had a note associated with a master task list, an acronym, TASK. Can you unpack this for us?

Carson Tate
Sure. So, I’ll give you the why behind it and then we’ll unpack it. So, the why is because our brains are terrible at to-do lists, right? I mean, how often have you sat on your desk, like, “Oh, I forgot to do this on the way into my office.” Well, we all have this happen. So, the master task list creates one central repository to capture all of your commitments, both personal and professional, in one place. So, the T in task stands for think, and this is when we ask our clients basically do a brain dump, get it all out of your head everything you need to do.

The second step is the A, is the action because a lot of the stuff in our heads will be a project. So, for example, clean out the garage. Well, you’re not going to do that. That’s a big project. So, what we have to do is determine the next action step. Well, the first action step would be maybe to measure the wall. If you want to hang something up, we got to measure to figure out how many hooks so that I can start to create some organization.

And then the S is just sort. So, once you’ve done your brain dump and you’ve need to determine next-action steps, we have to create a list that’s actually manageable and that you can get in and out of. So, the sort is just a grouping or a classification of like items. So, it might be podcast prep, it might be calls, it might be research, it could be a project name, but you group all of those action items under that category. And then the last one is you keep one and only one list. So, we don’t have a list in this app, a list in your pocket, a list on your refrigerator. You’ve got just one master list.

Pete Mockaitis
Okay. And since you mentioned multiple lists and multiple places, I’m thinking about sort of the paper versus digital part of this all. How does that sync up to, do you find that some of the four styles prefer one versus the other? Or is it just sort of that’s a whole another dimension there, prioritizers who love paper, and visualizers who love computers, and it’s all over the place?

Carson Tate
it’s all over the place, absolutely, with an asterisk. So, all over the place. We have folks in each category that like paper or tech. The asterisk would be the arrangers. They tend to be kinesthetic, so they have very nice writing utensils. You will see them touch and feel objects. They’re very visual dashboards. They are more likely to use paper than the other four styles.

Pete Mockaitis
Okay. Well, tell us, Carson, anything else you want to make sure to mention before we shift gears and hear about some of your favorite things?

Carson Tate
Just excited I’ve got a new book coming out, October 6, called Own It, Love it, Make it Work: How to Turn Any Job into Your Dream Job. So, it is the roadmap if you do not enjoy your job or you want to enjoy your job even more. This is the tool to help you get there.

Pete Mockaitis
All right. Thank you. Well, now could you share with us a favorite quote, something you find inspiring?

Carson Tate
I’m going to say, “Just do it.”

Pete Mockaitis
All right. And how about a favorite study or experiment or bit of research?

Carson Tate
My graduate research on cognitive thinking styles was my favorite research project I’ve ever done.

Pete Mockaitis
And a favorite book?

Carson Tate
The Awakening by Kate Chopin.

Pete Mockaitis
And you’ve mentioned a few of them, but how about a favorite tool?

Carson Tate
Paper.

Pete Mockaitis
All right. And with a paper, how specifically do you use it in a way that’s great for you?

Carson Tate
Yes. So, I actually have a paper to-do list because I have a little notebook I’ve created and leaves with me wherever I go.

Pete Mockaitis
All right. And a favorite habit?

Carson Tate
Early morning meditation.

Pete Mockaitis
And is there a particular nugget you share that really seems to connect, it resonates with folks, and they quote it back to you frequently?

Carson Tate
There’s no one-size-fits-all approach to productivity. You must personalize it based on how you think and process information.

Pete Mockaitis
Okay. And if folks want to learn more or get in touch, where would you point them?

Carson Tate
WorkingSimply.com or on LinkedIn, Carson Tate.

Pete Mockaitis
And do you have a final challenge or call to action for folks looking to be awesome at their jobs?

Carson Tate
Yes. Figure out how you think and process information, and then align your productivity tools to support you.

Pete Mockaitis
All right. Carson, this has been a treat. I wish you lots of luck and fun in your productive adventures.

Carson Tate
Thank you, Pete. I appreciate it. Thanks.

573: How to Leverage Your Time by 6000% through Effective Delegation with Bill Truby

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Bill Truby shares the simple trick to getting better results when delegating tasks.

You’ll Learn:

  1. The biggest mistake leaders make when delegating
  2. The most crucial thing you need to delegate
  3. The only four reasons why people fail to follow through

About Bill

Bill brings the background of common-sense learning (being raised on a cattle ranch), a B.A. in Theology, an M.A. in Psychology, the experience of a MFT (Marriage and Family Therapist), and nearly 30 years of business practice to the table.

These multiple perspectives and backgrounds synergize to bring amazingly simple, yet powerful tools to leaders and managers – tools that have been proven over and over for nearly four decades.

Resources mentioned in the show:

Bill Truby Interview Transcript

Pete Mockaitis
Bill, thanks for joining us here on the How to be Awesome at Your Job podcast.

Bill Truby
Well, my pleasure, Pete. I’m thankful to be able to talk with you, and I guess it’s been a while since we’ve began to connect, and now we’re really voice to voice.

Pete Mockaitis
Well, I am thankful too because I remember I’ve discovered you in my very first batch of guest recruitment. It was in the For Your Improvement book by the Korn Ferry folks. It had a nice bibliography of folks and books and resources associated with each skill I thought I might focus in on. Yours is one. I looked, I liked it, didn’t work out. But four years later, well, here we are. I’m glad that we both stuck with it.

Bill Truby
Well, I embarrassingly apologize, Pete. There was a lot going on in life back then.

Pete Mockaitis
Oh, me too. And I didn’t really follow up much. it was like every, I don’t know, year, “Hey, Bill. I still want you.

Bill Truby
Well, I am thankful too. And, yeah, it’s the way things are meant to be, I suppose.

Pete Mockaitis
Well, so we’ve got a lot of fun to get into when it comes to delegation. But I want to hear just a smidge about… you grew up in a cattle ranch in Texas. And my experience with ranches is limited to the Nickelodeon program “Hey Dude” I watched as a child.

Bill Truby
Oh, you poor soul you.

Pete Mockaitis
So, tell us about this.

Bill Truby
Well, I tell you what, I attribute most of who I am and how I am to my cowboy background. And I didn’t grow up in Texas but I have roots in Texas. If you look at a map of Texas, about two hours north of Abilene, you’ll see a little town called Truby, Texas. And there’s a little book written by the Arizona Historical Society about the Trubys and the Coxes. The Trubys were the cattle ranchers, the Coxes were the sheepherders. And if you know about American history, they were at war, when guns ruled the land.

I mean, it was late 1800s and the Trubys and the Coxes were both bull-headed and they were shooting at each other, and the local sheriff finally rounded up the most offending Trubys and the most offending Coxes and put them in jail. And in those days, you couldn’t convict them till the circuit-riding judge came around, which he finally did.

Well, the judge finally said, because cowboys are loyal, and apparently sheep herders are too, and people were lying for their family of support and their family of choice. So, finally, the judge said, “There’s no getting the truth here. You’re free to shoot it out.”

Pete Mockaitis
Oh, wow.

Bill Truby
Yup. So, everybody left the courthouse. The book talks about it. And Trubys, apparently, were smarter than they looked because they left, and they went to New Mexico, and that’s where my dad was born, and he was raised on a little ranch there and a sod house. And then he moved to northern California where I was born and raised on a cattle ranch in Humboldt County. And I end this little story by telling you that the Texas Historical Society allows you to adopt a small town. So, I adopted Truby, Texas. I have a town.

Pete Mockaitis
Oh, there you go.

Bill Truby
But, apparently, Trubys weren’t worth much because it only cost me 25 bucks to…

Pete Mockaitis
Well, what are your responsibilities if you’ve adopted a town, you’re the father? Like, do you have to pay for things?

Bill Truby
Yeah, I have a certificate. That’s it. That’s it. And there’s 24 people that lived there so they had to split that last dollar, Pete. So, that’s the beginning of my heritage, and a lot of things I learned though, Pete. Hard work. Honesty. Integrity. My word is better than a contract.

Pete Mockaitis
Okay. Excellent. Well, let’s hear your good word when it comes to effective delegation. it’s a universal skill. We need some more, great wisdom, on how to do it well. you’re one of the guys. So, your book has a compelling bullet that says “Effective delegation can leverage our time by 6,000%.” That’s quite a figure. It’s kind of specific. Where do we get it?

Bill Truby
Well, that book, first of all, was written long ago. And one of our claims to fame long ago was the ability to teach people how to delegate effectively, and always get follow through, or if you didn’t, you were able to fix it with one or two times, and it’s powerful. So, our co-author at the time, I’ve written some other books, but I did a co-author at the time, and he did some research on some of our folks that used the tool and multiplied their time that they used to take to fix delegations that just didn’t work well, and did the old math. I don’t know how he did it, but it was a pretty impressive number, but I know intuitively, and I know empirically that over 40 years of doing this is it just proves this tool. It works. It always works.

Pete Mockaitis
Yeah. Well, I imagine, you know, 6,000%, 60X, I mean, if you’ve got 60 people and you’re delegating well, then that would do it and work out there. So, I want to really dig into a whole lot of the particulars, for what’s the system and how we can utilize it. First off, I think maybe could you frame it up for us? Like, I think we probably all know delegating is handy as opposed to trying to do everything yourself, and yet it seems hard. So, can you share what makes it hard? What’s holding us back? What are some of the mental blocks? Like, why don’t we just do this?

Bill Truby
That is an excellent question, and it’s excellent because it sets the premise. If we don’t delegate, then we have to do it ourselves. The only way that a leader, the only way that a father can leverage his or her effectiveness is by working with people and through people. So, it’s absolutely imperative that we delegate in order to be successful. We are self-limiting by self-doing. If we try to do everything ourselves then we are limited by the capacity that our energy and that our time extends to. That’s it.

So, the only way that you can play a beautiful orchestra is by not playing one instrument but leading and directing the delegation of a variety of instruments who all play the same song.

But your question, “Why don’t we do it?” Well, that’s a multifaceted answer. Some people are just too controlling. They will not let go. Other people are trying to make it perfect and they don’t think anybody else can so it’s a self-esteem issue. There’s a variety of issues, Pete, that cause people to not delegate. But the number one consistent theme that I’ve seen throughout all my years of teaching people to delegate is simply they don’t know how.

They’ll try to duplicate themselves. They’ll try to get people to do things exactly the way they would do it. They try to micromanage. They try to just give them a little, few pieces of information and tell them to go, and they don’t give them all the information. So, our tool has been built to cover every eventuality of delegation, and, thereby, make it successful.

Pete Mockaitis
Okay. Exciting. Well, so then you got a lot of reps of experience, a lot of clients and students who’ve picked up on this. Could you share with us maybe an inspiring case study of someone who was having some trouble delegating, but then they saw some really cool things happen on the other side just so we can get a taste and feel some inspiration for it?

Bill Truby
Sure. There’s a man named Mike Solano who owns a $14 million hardware billing supply enterprise. He has a rental center, two billing supplies, two hardware stores, etc.

Now, this man worked six to seven days a week, every day spending eight to ten hours a day. He was overwhelmed because he wanted everything to go well, and he was successful. But he was overwhelmed, tired, weary. He was not going to be able to keep up this pace. Now I want to say something right now, Pete, about delegation, and that is delegation is a tool. What you delegate is also very important because you just don’t delegate tasks. You delegate roles. You delegate departments. You delegate businesses.

So, Mike learned this tool. He used it at the core of all of our other processes and teachings and tools that we use to run a business, and this was the core, and now Mike works two to three days a week if he wants to. His delegation process has empowered people. People have a sense of ownership. People have a sense of accomplishment and achievement and they enjoy going to work doing their role, their job, and reaping their results. And he’s allowed them to feel that kind of ownership.

We teach people, we teach leaders, we teach managers that you need to lead accountable people and not hold people accountable. That’s a core concept that we teach always. If you hold people accountable, you’re the one holding the accountability. If you lead accountable people, then they’re the ones holding the accountability. And that’s a whole other subject.

But Mike’s people have learned to be accountable and he doesn’t have to hold them accountable, and this tool is the core of how this process works.

Pete Mockaitis
Excellent. Okay. Well, so then lay it on us. What is this tool, this process? How do we go do it?

Bill Truby
Well, when your listeners go to the delegation flowchart link and download it, they’re going to see what I’m talking about, but it truly is a flowchart, Pete. It starts at the top with what you do and then it flows down the page, and it teaches you what to do at each stage of the delegation process.

And at the very top, there is the point that you need to delegate. Accountability. Notice you’re delegating accountability. You’re not delegating just a task. You’re delegating accountability and you’re including responsibility and authority. Now that’s an important point. Sometimes people try to delegate by giving people a task to do but they don’t give them the authority that’s associated with the responsibility.

And here’s one of the first points. Sometimes the person doesn’t have literal authority. For example, there’s a safety officer in a big company. The safety officer doesn’t hire and fire, but the safety officer is charged with going through the facility and making sure people are doing safe practices and following safe protocols.

So, what happens if Mr. and Mrs. Safety Person says to John or Jane Doe manager, “Hey, you need to stop doing that”? If safety officer doesn’t have authority, that person doesn’t have any teeth in their words. So, how do you give the safety officer authority? You give it to him or her as vicarious authority, no different than air traffic control.

I’m sure you’ve flown a whole lot, Pete. When I listened to the pilots, air traffic control says, “United 73, descend and maintain 10,000.” I have never once heard a pilot say, “You’re not my boss.” And, obviously, they follow the instructions of air traffic control because of two reasons. One, there’s benefit. They’re not going to run into another plane. And, number two, FAA and the United Airline, or Delta Airlines, or whatever company you’re looking at, have given the air traffic controller vicarious authority to give orders to the pilots.

So, what that looks like is John or Jane Doe’s CEO says to the company, “People, Martha or John, this is my safety officer. When he or she is asking you to do something, it’s as if I’m asking you to do it.” So, that’s the first mindset that needs to be delivered in the context of delegation. We’re delegating responsibility and authority.

Pete Mockaitis
Right. So, responsibility, authority, accountability, and so it’s sort of like the whole enchilada. It’s like, “You own it. It’s yours.” And that’s really handy in terms of there’s not a lot of excuses that emerge in that, that’s like, “Well, I just did this because that was what was on the process sheet I was supposed to follow,” as opposed to, “Well, no, you own this sort of domain so, yeah, you’re going to follow the process but you’re also going to kind of exercise some judgment to do what clearly needs to be done to make it work out well.”

Bill Truby
You’re right, Pete. And that’s a very insightful way of putting it. The person who it’s been delegated to feels ownership of that enchilada. But the most important point is that other people know that he or she has that enchilada. If they don’t know, then that person is limited in their ability to carry out the task or the project. So, that’s the first mindset.

Many things that we teach, Pete, have to do with mind shifts. It’s sort of like leading accountable people rather than holding people accountable. That mind shift alone changes a ton of behaviors and beliefs and attitudes. So, that’s the top of the flowchart, delegate accountability, including responsibility and authority.

And at that point, you create what we call a contract of expectations. There’s never an assumption. The person being delegated to never walks away with a question. It’s a two-way communication, and this is where our communication tools come in, but you must create a clear contract of expectations. The core of a contract of expectations, or CoE as we call it, is a, “What? By whom? By When?”

Pete Mockaitis
Who will do what by when?

Bill Truby
Correct.

Pete Mockaitis
Okay.

Bill Truby
Included in that is the purpose and context. Because if I just asked you, Pete, “Go do this,” and you say, “Okay, I’ll do it,” and you have no purpose or context, then you cannot be creative in the obstacles that may come your way. If you know the reason, the why, the purpose and the context where it fits in, then you can be a little bit more creative in your work as you encounter the unknown, which is always the case.

Pete Mockaitis
That is so valuable and really worth, I think, underscoring because a lot of times we don’t know the why behind the request, and we just sort of kind of do it. But I think I’ve been on both sides of things in terms of being the doer of the task and not really knowing, it’s like, “Well, I could go either way but I don’t know. Is this in my thing? So, my instructions are I’m just going to make a note and kind of keep on rolling.”

And then, as a leader, when I have been so wise as to share the purpose and context, to be surprised and delighted with people that I’m managing, say, “Hey, I bumped into this and so I did that.” And I think, “Well, that is perfect. Thank you.” It just feels so good, like I don’t have to say anything, and it came back even better than I had imagined it could have from my just process instructions, so this is really cool.

Bill Truby
Purpose and context has many psychological benefits. It increases ownership. It shows respect. It feels like you belong, that you’re included. But, more importantly, if the percussionist in an orchestra doesn’t know the song, all he can do is play the music. And if you don’t play the music in the context of the song, you might play too loud, you might play too soft. Same with a violin, same with a piccolo, same with a French horn. We must understand the purpose and context of the notes that we’re playing in order to make it effective in the long run.

Pete Mockaitis
Absolutely.

Bill Truby
So, this is the first thing that happens in the delegation process, it’s preventative. So, there’s this clarity of what, by whom, by when. There’s a purpose and context. If it’s a long project, then you clarify when you want reports, and you always ask the person to do it. You don’t tell. This is about leading accountable people.

Pete, if I said, “Pete, go do this or that,” then you’re just a puppet, you’re just a person that’s doing a job. If I say, “Will you do it?” and you say, “Yes,” now we have a contract and you own it. So, when you don’t do it, if you don’t, I don’t say, “Didn’t I tell you?” I keep the accountability where it belongs. I say, “Pete, didn’t we agree?” And where does that put the accountability? Right on you. Okay, so that’s the first step.

So, we build all of this, it takes a few minutes. Obviously, it could take hours depending on if it’s a large project but there’s clarity, there’s absolute clarity, no assumptions ever. Clarity, clarity. Pristine, clear communication and an agreement. Now, when you do that, one of two things happen. If the person follows through, and if you look at the delegation flowchart, you’ll see on the right side of the page there’s a box that says, “Follow through.” And when a person follows through, then the arrow goes down to what we call a continuous improvement celebration.

Obviously, the type of celebration depends on the extent of the delegation. If I asked you to go get lunch for the team, that’s different than solving world hunger. So, the celebration is congruent with the task. And I don’t know if we want to get into all the details of a celebration at this point but just to earmark the four parts, there’s the party factor because everybody wants to have fun. There’s the recognition and appreciation, people need to be recognized and appreciated. There’s the learning what went well, what didn’t go well. What didn’t go well so you can fix it. What did go well so you can repeat it.

Because if something went well and you don’t know why it happened, you’re not good, you’re lucky. And then you transfer that knowledge to other people in the company, or other friends, somebody else who could benefit. So, that’s the right side of the flowchart, follow through, and then the last thing you do is to have some kind of a celebration, which gives closure and recognition and that motivation to want to be delegated to again.

Now, the left side, is when somebody may not follow through. This delegation process always works but what happens when somebody who doesn’t follow through is that you follow this chart and you’ll fix it typically one time. There’s a circle that goes on. So, if there’s no or limited follow through, there are four reasons. You know, Pete, I’ve never heard anybody talk about this, I’ve never heard anybody write about it, I’ve never heard anybody speak about these four concepts. But there’s only four reasons why someone won’t follow through, only four.

And I’m talking about anybody. Your friend, your neighbor, your spouse, your kid, your employee, your employer. Human beings have four reasons why they won’t follow through. A wise delegator will search for the reason in the order that I’ll give them to you right now. The first is, and they all start with lack of. The first is lack of awareness. They weren’t aware.

Now, typically, we’re communicating when we’re delegating, and humans aren’t the greatest at communicating. And so, if it’s lack of awareness, it’s often some glitch that occurred in the communication process, “Oh, I didn’t know you meant that.” We could use the same word success and you could think of different criteria for success than I do. So, the first is lack of awareness. And you never demand, you always ask questions, “So, what was your understanding of the task?” to see if there was awareness.

If there was awareness, the second reason a person won’t follow through, or can’t follow through, is lack of training. They thought they knew how but they didn’t, “So, did you know how to do this?” The third reason is lack of resources. They didn’t have enough time. They didn’t have enough equipment. They didn’t have enough staff. They didn’t have enough money. Something was lacking that wasn’t prevalent or wasn’t known at the beginning of the delegation process. And the only other reason a person won’t follow through is lack of accountability.

So, lack of awareness, number one; lack of training, number two; lack of resources, number three; and lack of accountability, they’re just not doing it.

Pete Mockaitis
And so, let’s define accountability there in this context. So, is it they don’t feel like or what do you mean specifically by accountability here?

Bill Truby
They just didn’t do it.

Pete Mockaitis
Okay.

Bill Truby
It’s just the outcome wasn’t there, “You didn’t bring lunch.”

Pete Mockaitis
Well, so I guess, well, call me a stickler as a former strategy consultant about when you lay out, hey, there’s four reasons, I get really excited about a mutually-exclusive collectively-exhaustive categorization set because I’m a dork that way. So, lack of accountability, they just didn’t do it. That almost feels like an everything-else bucket, I guess, in a way, you can maybe subdivide that. Like, there are multiple reasons why they just didn’t do it. They didn’t feel like it. They weren’t motivated, and they don’t care. Yeah, can you unpack the lack of accountability a little more?

Bill Truby
Sure, and I love all those big words you used to identify this set. That was awesome.

Bill Truby
Okay. Remember what we delegated at the beginning of time, at the beginning of this delegation process. We delegated accountability. Well, there’s an obvious finishing of that sentence. The accountability to do blank. So, you and I are climbing a mountain, and I delegate you the holding of the rope to belay me as I climb.

Pete Mockaitis
Okay.

Bill Truby
If you do not adhere to that accountability, you just don’t hold the rope, I don’t really care why because at this point, we’re not talking about the why. We’re simply talking about the outcome. Period. So, if you don’t hold the rope, there’s danger. If your hands hurt, if you’re sad, if you sneeze, if you don’t feel like it, those are all beside the point. When you’re out on the football field, and the ball is thrown to you, it doesn’t matter how you feel, your job is to catch the ball. And if you don’t go up to catch the ball, then you have not been accountable to what you’ve agreed to be accountable about.

So, it’s really not a catchall. It’s specifically focused on the task that was delegated. In some ways, I suppose the four reasons are the why, but they’re all about behavior and resources to do the behavior. They’re not diving into the emotional or psychological or relational reasons.

Pete Mockaitis
Oh, sure. I guess what I’m driving is, what I love about the first thing is lack of awareness, “Oh, okay. well, we’re going to have a clarifying conversation, we’re going to have some more detail, and we’re, okay, good, good, good. We’re all on the same page. Solved.”

Lack of training. “Oh, I’m so sorry. Well, here’s an instructional, a tutorial, a class, a course, whatever. Okay, now you know. Okay, good to go.” Lack of resources, “Oh, shucks, you’re right. We’ve got to free up some things from your plate or get some more people or budget under your purview, so that’s solved.” But how does one solve a lack of accountability?

Bill Truby
This, again, insightful, Pete. That’s fantastic, because if you’ll look at the chart, you’ll notice that the first three items, awareness, training, and resources, are typically one-time things. Once you find that that’s the case, then you provide the fulfillment of what was missing, awareness, training, or resources. And then you re-negotiate the contract, it goes up, you re-negotiate the contract by saying, “Okay, let’s look at the contract of expectations again, and re-enter your delegating process, your process of doing what I’ve delegated you to, given your new resources, or your new training, or your new awareness.” So, that one is a one-time loop. One-time loop.

Now, the lack of accountability, that one is fixed by using a separate tool. Now, first of all, I want to make sure that we understand that lack of accountability is binary, they either did it or they didn’t. And if they didn’t, they agreed to, so the first thing we do is to ask the question, “Didn’t we agree?” Right now, we’re working with a $440 million 2500-person nonprofit dialysis company. That entire company is using this particular process to fix people who are not performing effectively, who are not being accountable.

And, HR, if you call HR, the first thing HR will say is, “Have you asked them if they agreed to the contract of expectations?” So, we keep the accountability where it belongs. And, quite frankly, that’s respectful. If I take your accountability away, and say, “All right. Now I’m just going to demand this, and I’m going to make you do what I’m wanting you to do,” then you’re a slave, you’re not a fellow human being.

So, how you fix a lack of accountability is through this process. Number one, “Didn’t we agree?” and the person says, “Yes.” Then, secondly, “Then what happened?” We don’t ask why, “Then what happened?” We give a chance for a person to give their reasons. Then, third, “Then let’s re-negotiate the process here. Will you do A, B, and C by X, Y, and Z with J, L, and K outcome?” So, you’re basically revisiting the contract as well, but this time the person is simply agreeing again.

Now, let me get a little more practical. Let’s say that you asked somebody to do something, they didn’t do it, they weren’t accountable, so you ask these questions. Then they don’t do it the second time. Now, it’s your wisdom that has to determine how many times you loop. If it’s very, very important, it may be one or two times. If you’re trying to grow something, somebody, maybe it’s 12 times. But you will never ever, you can never ever, and this is the beauty of this tool, you can never ever, ever say, “Oh, well, that’s Johnny.” Because if we do that, everybody around us knows that we broke the contract and we perpetuated Johnny’s behavior, we’ve allowed it to happen to other people, we destroy our own ability to delegate if we break the contract ourselves.

So, whatever your wisdom says, one time, two times, 12 times, there comes a time when you say, “Didn’t we agree?” “Yes.” “Well, what happened?” “Well, A, B, and C.” “Well, let’s agree this time that if you don’t do it, that…” and then you have to default to your discipline process, “…that you’re going to be getting your first verbal warning.” Let’s say it’s a verbal written writ and termination. So, the person says, “Okay.” So, if the person doesn’t follow through, they know before you do, that they’re not following through so they’re managing their own discipline process. So, they come back, “Didn’t we agree?” “Yes.” “Well, then you remember, too, I’m giving you a verbal warning. Let’s agree that if it doesn’t happen again, you’ll be getting your first written warning.”

So, people either step up or step out. And here’s the good news, Pete. Most people step up. We don’t lose good people. They step up. They just needed boundaries, they needed clarifications, kids need boundaries, our employees need boundaries, friends need boundaries. And when we put a boundary in this tool, a person steps up or steps out. And so, that’s what you do when there’s no or limited follow through, you find the reason, fix it one time with the first three, use wisdom to fix it for the fourth reason, the lack of accountability, and then one or two things happens. The person follows through, which happens most of the time, or the person doesn’t, and they’re terminated from the team, they’re demoted, they’re not allowed to be on the team anymore.

And so, the delegating of the task always works. The person who is in the process of being delegated to sometimes might change if they’re not willing to step up.

Pete Mockaitis
Well, this is really stretching my brain in some great ways, so thank you. I guess I’m wondering if, let’s say, they do the work but the results are not as grand as you’d hope. I don’t know, maybe in terms of like the quality, like, “Oh, I asked you to write up this document, and the writing is lackluster.” Or maybe it’s a higher-end result, like, “Hey, you were supposed to run this business division and generate $10 million in gross profit this quarter, and you got 8.” So, I guess, in a way, they do the work but they don’t get the results. How do we play that game?

Bill Truby
Well, two things. One, we must look at the delegator first, because you’ve got to be sure and have a clear contract of expectations at the beginning. So, lackluster of a writing material is a bit fuzzy. So, it’s up to the delegator to be clear and precise in communicating what needs to be done. The $10 million is rather clear and precise. So, the first thing, we’ve got to look at the delegator to make sure that the delegator is clear in his or her communication about the contract of expectations.

And then, secondly, part of the contract of expectations at the beginning, I mentioned just briefly in passing, if it’s a longer timeline, you want to get reports. And so, the $8 million at the end of this stretch of time should not be a surprise. The first benchmark, the first waymark, if the person was not on track, there’s a communication that goes on with the delegator and the delegate as to what’s going on. And one of two things happen. Either the goal begins to be adjusted or it is strengthened by some other resources to allow that goal to be reached.

So, the delegator in both cases, the lackluster in the writing or the diminished return on the 8 million versus 10 million, is involved in the process of guiding and helping along the way. But the key thing is the delegator is not doing it. The delegator is leveraging him or herself by delegating to the person who’s trying to play the violin, “Oh, you’re not playing that note quite right. Here are some techniques that you could use. Go practice those and then come back.”

I will tell you this, that through the delegation process, we do find that some people just are not bad people, nor are they unwilling people, but they don’t have the capacity. It’s up to the leader and manager to understand this over time. I didn’t mention this earlier but I have a master’s degree in psychology, and I was a marriage and family therapist in the early ‘80s for a couple years. And I’ve always needed to know the intent of a person not the behavior of the person.

In fact, my dad taught me that on the farm, he said, “Billy, always know why people are doing things. Don’t just look at what they’re doing.” So, I look at the why when a person isn’t following through, and it could be those four reasons, like I said. But we’ve entered into another little dimension here. If a person doesn’t have willingness or capacity, they won’t do it. In fact, they can’t do it. Even relationships. Relationships can only be successful if both parties have willingness and capacity. And I’m not talking just about a married couple. I’m talking about business and customers. Both sides of the equation, both people, have to have willingness and capacity.

So, in our process of delegating, everything might be going well but then we realize, “This person, no matter how great they are, no matter how talented they are, no matter how willing they are, they just don’t have the capacity,” and that’s where we have to adjust who we’re delegating to.

Pete Mockaitis
Okay. Well, Bill, thank you. Tell me, anything else you want to make sure to mention before we shift gears and hear about some of your favorite things?

Bill Truby
The core concept of everything we teach is to be other-centered. I want to just highlight that. That’s embedded in this. It’s clearly seen in leading accountable people. It’s clearly seen in asking the person to agree. It’s clearly seen even in the disciplining process if a person has lack of accountability. But I believe that the most successful businesses, the most successful leader, the most successful delegator will do so in the context of where the other person is coming from, how to communicate to them.

We’ll communicate to a 12-year old differently than we will a 48-year old. We’ll communicate to a person with a different skillset differently than a person who has a limited skillset. So, the delegation process is a tool. It’s like a shovel but you dig differently in sand than you do in clay. So, we exercise our interaction with the other person using the same tool, we exercise it a little differently based on that other person’s needs and wants. And that’s how we make them successful is that we’re always other-centered in our application of this tool.

Pete Mockaitis
All right. Thank you. Now, could you share with us a favorite quote, something you find inspiring?

Bill Truby
I suppose my favorite quote in all of my life has come from my dad, and I’ve illuminated it earlier. He always said two things, “Billy, always understand why the person is doing what they’re doing. And that understanding breeds empathy, acceptance, and the ability to lead them.” Then he also said, “Billy, if you can’t do anything about it, it doesn’t exist.”

And what that meant, I grew to learn over time, is that I deal with what I can do and I don’t take your stuff. And that gives respect. And that particular quote has caused boundaries that are freeing. It enables me to not have to run to the rescue. It’s like, if it’s not mine, I’ll care but I won’t carry. I’ll love but I won’t take it back from you. So, that’s a roundabout way of saying my dad gave me those two quotes that I live by, and they are very, very meaningful. They’re very deep in my soul.

He said, “Always know the why, and then you’ll understand the person. And if you can’t do anything about it, it doesn’t exist.”

Pete Mockaitis
Oh, thank you. And how about a favorite study, or experiment, or bit of research?

Bill Truby
I love the book Thinking Fast and Slow. Daniel Kahneman wrote it, and it tells you what goes on in your brain, very fast when you encounter something, and then what happens after you think about it. And that research has literally changed my life on how I teach, on how I think, on how I do what I do.

Pete Mockaitis
Okay. And, tell me, is there a particular nugget you share that really seems to connect and resonate, and people quote back to you often?

Bill Truby
Well, there isn’t necessarily one, but I will tell you this little story. There was a man in one of the large companies, 8500-person company, that had this Christmas party, and this man went as Bill Truby, though nobody knew he was Bill Truby.

And he was dressed in a tie and shirt and overcoat. And people said, “So, who are you?” This was a dress-up affair masquerade-type thing. He said, “I’m Bill Truby.” And they would say, “What do you mean?” And he’d open up his coat, and in there were 3×5 cards that he called Trubyisms. So, apparently, I say things all the time that people remember and, yeah, I don’t think there’s one, Pete. I think that there’s things.

I make them up. I go to a company and I’ll “efficiefy” them, and then people start using that word, “Okay, we’re going to get efficiefied.” “And I’m here to bring you to a state of efficiefication,” so I don’t think I’m stuck on one.

Pete Mockaitis
All right. And if folks want to learn more or get in touch, where would you point them?

Bill Truby
TrubyAchievements.com. And this delegation flowchart can be found there.

Pete Mockaitis
Well, Bill, this has been a treat. Thank you for sharing the good word, and good luck in all you delegate.

Bill Truby
Thank you, Pete. I really appreciate you hanging in there for four years so we can meet each other. I do appreciate what you’re doing and I’m glad that I could help support it.

423: Becoming Free to Focus with Michael Hyatt

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Michael Hyatt says: "What I'm after is... the double win. I want to win at work, but I want to succeed at life. I'm not willing to compromise either."

Michael Hyatt offers useful concepts to upgrade your productivity and focus, including the  freedom compass, the zones of desire and drudgery, and more.

You’ll Learn:

  1. How to do more of what you want with the “yes, no, yes” formula
  2. Three beliefs that prevent you from delegating your tasks effectively
  3. How to feel like you’re winning each day with the daily big three

About Michael

Michael Hyatt is the founder and CEO of Michael Hyatt & Company, a leadership coaching and development firm twice listed on the Inc. 5000 list of fastest-growing US companies. A longtime publishing executive, Michael is the former chairman and CEO of Thomas Nelson, now part of HarperCollins. He is a New York Times, Wall Street Journal, and USA Today bestselling author of several books, including Your Best Year Ever, Living Forward, and Platform: Get Noticed in a Noisy World.
Michael is the creator of the Full Focus Planner, which combines quarterly goal-tracking and daily productivity in a proven system for personal and professional achievement. His blog and weekly podcast, Lead to Win, are go-to resources for hundreds of thousands of entrepreneurs, executives, and aspiring leaders. He has been featured by Forbes, Inc, Entrepreneur, Fast Companyand Wall Street Journal. Michael and his wife of 40 years, Gail, have five daughters, three sons-in-law, and eight grandchildren. They live just outside of Nashville, Tenn.

Items Mentioned in this Show:

Michael Hyatt Interview Transcript

Pete Mockaitis
Michael, thanks so much for joining us here on the How to be Awesome at Your Job podcast.

Michael Hyatt
Thank you, Pete. I appreciate being on.

Pete Mockaitis
Oh boy. I think we’ll have a ton of fun. But first I want to hear about something fun in your life. You mention your dog, Winston, is exceptional in your About page and I want to know why.

Michael Hyatt
He’s the perfect dog. His temperament is fantastic. He’s just so easygoing. He always obeys. I don’t know. I feel like we won the lottery with him. He’s an amazing dog.

Pete Mockaitis
How did you get him?

Michael Hyatt
Well, we found out about a breeder in Indiana, who bred Australian Labradoodles. We got the dog from her. Then we sent him to a trainer in Indiana, a lady who actually is a Russian immigrant, who trains dogs for the federal government and for state agencies and therapy dogs and all that. She had him for about six weeks. I don’t know what she did, but some kind of Russian thing, but it’s amazing.

Pete Mockaitis
Oh Michael, I just love that so much because it’s like you eat, sleep, breathe people, development, and now even dog development. We’re going to find the best trainer in the world. We’re going to spend some deep focus time immersed and come back a renewed dog.

Michael Hyatt
Dog hacks. What can I say?

Pete Mockaitis
That’s fantastic. You’re unveiling some more wisdom in your latest book, Free to Focus. What’s the main idea or thesis behind this one?

Michael Hyatt
Yeah, the main thesis behind this is you can actually achieve more by doing less if you have the right productivity system. The problem with most productivity systems today is that they’re designed to make you more productive. Maybe you’re thinking, “Well, yeah, what’s wrong with that?” Here’s the problem.

People start out working a 12-hour day, they get some productivity hacks, adopt a few apps, they reduce it to eight hours and then they fill it up with more work. They try to be productive so they can be more productive.

I say productivity is a means to an end. You’ve got to be very clear about what the end is otherwise you’re just going to fill your life with work, you’re going to be overwhelmed, you’re going to be burned out, and you’re not going to get the kind of work-life balance that makes life rich and meaningful.

Pete Mockaitis
When you talk about defining the end, can you give us a couple of examples of how that gets articulated?

Michael Hyatt
Yeah, absolutely. In the first part of the book I talk about stopping and kind of taking stock. Get off that hamster wheel and ask, “Where’s this hamster wheel going? Why am I running this race? What’s it all about?” I say the end game needs to be about freedom. More productivity should lead to greater freedom and specifically freedom in four areas.

I talk about the freedom to focus. Focus is a super power today in our distraction economy. If you want to move the needle in your business and in your life, if you want your business to grow, if you want to get ahead in your career, you’ve got to be able to focus and do the deep work, the creative work that really creates the breakthroughs in your business and in your personal life. The freedom to focus.

You also need the freedom to be present so that when you’re at your son’s Little League game, you’re not on your phone thinking about work or you’re out for a day with your spouse or you’re significant other, you’re not thinking about work or when you’re at work, you’re not thinking about something that’s going off the rails at home. The freedom to be present.

Then third, the freedom to be spontaneous so that your life’s not so managed and not every last second is so planned that you just can’t stop and enjoy life, smell the roses so to speak.

Then finally, the freedom – and this is really underrated, but the freedom to do nothing at all. All the brain research says that we’re the most creative, we experience the biggest breakthroughs when our minds are the most relaxed. That means we’ve got to intentionally have that white space where we do nothing.

I learned this when I was in Italy a few years ago. They have a saying in fact. They talk about a dolce far niente, which means the sweetness of doing nothing. It’s true. You think about when you have the breakthrough ideas, the most creative ideas, often it’s in the shower or out for a walk or doing something that amounts to nothing. That’s what I’m after is freedom. I think productivity should lead to that.

Pete Mockaitis
That is a lovely turn of a phrase, the sweetness of doing nothing. I’m reminded maybe when you said Italy, it brings about images. I’m just thinking about just sort of strolling, just walking with a good friend, catching up and chatting. It’s like I enjoy doing nothing in those moments so much. It’s like I don’t even want to be burdened with having to think about where we’re going and where the restaurant is, just having faith that a good eatery will appear if that’s kind of what we’re up to. It’s much more fun.

Michael Hyatt
Yeah, and I don’t think they have bad food in Italy.

Pete Mockaitis
Oh, in Italy you’re covered. Sure.

Michael Hyatt
Yeah. Everything I ate there was phenomenal.

Pete Mockaitis
Totally. That’s cool. That’s the process in terms of the steps as we’re stopping. We’re taking stock. We’re pointing to greater freedom and a few kind of particular forms of freedom. What comes next?

Michael Hyatt
Yeah, in that same section, under Stop, talk about formulate, so formulate a clear vision for what your productivity, you want to accomplish with it. Then secondly, evaluate. This means taking stock of our workflow, our work style. I talk about a concept there called the freedom compass, which I think is really a big paradigm shift and a way to think about your work that makes it possible for you to focus on your highest and greatest work because not all work is created equal.

I talk about kind of a two-by-two matrix, where you have passion intersecting with proficiency. There’s some tasks – and imagine this rotated 45 degrees and you’ve got a compass, where true north is where your passion and your proficiency come together, the things you love, the things that you are deeply satisfying, that you enjoy, plus proficiency, the things that you’re good at.

Not just proficiency in your subjective opinion, but in an objective reality, where people are willing to pay you to do this. That I call the desire zone. That’s where you want to focus the bulk of your time and the bulk of your energy.

Directly south, directly below that is what I call the drudgery zone, things that you hate, you don’t have any passion around it and you’re not very good at. It’s going to be different for everybody, but for me it’s things that look like administrative kinds of activities, like managing my email inbox, managing my calendar, booking travel, even finding the FedEx box, just running errands. All that’s in my drudgery zone. It’s kind of a grind when I have to do that.

Then there’s also the disinterest zone, where you don’t have any passion, but you might be pretty good at it. A lot of people get trapped in this because maybe they were good at something, they lost the passion and they keep doing it because it keeps making them money, keeps bringing home the bacon.

For me, when I started out as an entrepreneur this was accounting. I did it because I didn’t want to pay somebody else to do it and I was really good at it, but I didn’t have any passion and that leads to boredom.

Then on the opposite side of the freedom compass from there, due west, would be what I call the distraction zone, where you like doing it, but you’re not very good at it and you end up escaping there and then it wasted a lot of time.

Again, the key, and it leads to the next part of the book, but the key is to eliminate everything that’s not in your desire zone, the things that you’re passionate about and proficient at, because that’s where you’re going to see the biggest growth, the biggest progress, the most results. That’s the chapter on evaluation.

Pete Mockaitis
That is a nice two-by-two matrix and a clever rotation that makes it a compass. When you talk about doing more of the good stuff and less of the drudgery, what are some of the best ways that we can accomplish that? You have some things about saying no and some things about outsourcing. How do we systematically get our proportions more and more in the desire space?

Michael Hyatt
Yeah. One of the things is I think to set ourselves up for success. That’s actually that third chapter in that first section before we get to the Cut section, which is about rejuvenation. This is one of those things that’s easy to overlook because we live in the hustle economy. We’re encouraged to burn the candle at both ends, to work evenings and weekends. Elon Musk said unless you’re working 80 to 100 hours a week, you’re not going to make the progress you need to.

One of the most important things you can do is take care of yourself if you want to be more productive. Getting a good night’s sleep, something as simple as that, can make the difference between whether you’re focused or productive the next day. I talk about sleep, nutrition, exercise, relationships. Those have a lot to do with how productive we are. That’s all the rejuvenation chapter.

But then moving into that second section, the section called Cut. The first one’s Stop. The second part of the framework is Cut. How do we prune all that stuff that’s not in our desire zone? It really does start with elimination. We’ve got to eliminate the stuff that doesn’t need to be done and the best way to do that is to head it off at the beginning by getting better at saying no.

Warren Buffet once said that “The difference between successful people and really successful people is that really successful people say no to almost everything,” but how do we do that without being a jerk? In the book, I talk about how to do that. I talk about how to give a graceful no. I talk about it using a formula called Yes No Yes. It’s the positive no that William Ury talks about in his book, The Power of a Positive No.

Let me illustrate. I spent most of my career in the book publishing industry. I still to this day get a lot of requests from aspiring authors, who would like me to review their book proposal before they send it to an agent or a publisher. Now, I don’t really have time to do that. I don’t want to be a jerk, but I don’t have time to do that. I have an email template that I use. I respond with that formula, yes, no, yes.

Here’s what it looks like. First of all, I start with an affirmation. I start off not resenting the fact that they asked me to review this proposal. But I’ll say something like, “Hey, congratulations. You’ve done what 97% of most aspiring authors will never do and that is create a written book proposal. That is a phenomenal first step. It’s a foundational step and an important one. Way to go.”

Then I move from the yes to the no. Here I want to give a very firm, unambiguous no, so there’s no misunderstanding. I’ll say something like this, “Unfortunately, in order to be faithful to my prior commitments, I have to say no.” I’ve made it very clear that I’m a person of integrity in terms of trying to be faithful to my other commitments, but I give them a firm no.

I don’t say, “Check back with me in a month. I’m a little busy right now,” because in a month it’s going to be the same story, so I might as well cut it off right now.

Then I end with a positive with a yes so that I leave a good taste in their mouth. I’ll say something like, “Best of luck with your publishing product. Let me know when it comes out. Can’t wait to pick up a copy. All the best. Thanks for honoring me with your request,” something like that.

I’ve never gotten a negative response when I follow up with an email like that. For the most part, people are just glad that they heard back from me because so often we send a request like that and we don’t hear because the person is procrastinating because they don’t know how to respond. They want to say no, but they don’t know how. I make it very clear.

Pete Mockaitis
Yeah, I really like that. I find that when you talk about we don’t know how to respond and we procrastinate, I find that I get a lot of requests, it’s sort of like someone’s presenting me with an opportunity, but I don’t think that they’ve given me nearly enough information to even evaluate if it’s worth talking for 15 minutes about the thing.

I’m trying to craft my TextExpander, generic response, which says, “I will need to know more before I can tell you whether or not I can talk to you about this,” which feels a little bit like, “Oh well, someone’s really busy,” but that’s really how I feel. It’s like “You know your product/service/offer better than I do. What you’re saying might be cool, but I really have no idea what this is supposed to be. Where’s the value here? Could you explain that so that I could tell you if we can find 15 minutes?”

Michael Hyatt
See, that’s a perfect example of what I talk about in the next chapter on automation, where you take something like TextExpander or you could use your email apps signature capability, but come up with a list of email templates so that you can respond to the most common kinds of requests so that you don’t have to create it from scratch every time.

I’ve tried to develop sort of this template mentality, where I ask myself if this task I’m about to do if I think I’m going to have to do it again in the future, why not take a few extra minutes now, do it right, save it as a template or a TextExpander snippet so that I can reuse it in the future and not have to reinvent the wheel every time.

For that example, a great way to deal with that using the Yes, No, Yes framework would be to say, “Hey, thanks for thinking of me for your podcast. I’m honored. I would be happy to consider it, but I need just a little bit more information.” Then you’d go through the information that you need and then let it go from there.

Pete Mockaitis
There you go. That is a nice sentence. “I’d be happy to consider it. I need some more information.” Tell me, what are some other top templates you find yourself using again and again?

Michael Hyatt
Well, here’s what I did, how I started this. This is probably about 15 years ago. I noticed that there was sort of a limited range of requests that I was getting. I would get requests from people who wanted me to consider a speaking engagement or wanted me to consider serving on a non-profit board or make a charitable contribution or just have coffee with me so they could pick my brain. There were about 40 or 50 of these as I catalogued them.

Then what I tried to do – I didn’t sit down and write all these templates at once – instead what I began to do is incrementally populate a template database. At the time I was using email signatures to do this. Now TextExpander makes it even cooler. But to write these one at a time until I had a library of templates.

Every time one of those requests comes in now, I look for the template where I can respond, very rare that I don’t have a template. Instead of taking 10 or 20 minutes, now it just takes a few seconds.

But it’s not just email. For example, I use Apple Keynote for creating slide decks. If I public speech that I’m going to give or a webinar that I have to give, I always start with a template, like with a webinar. I’ve got seven main parts to all my webinars. They always start the same way. They’ve got the same transitions and the same pivots and the same ending and all that.

It’s kind of like paint by numbers, but again, I’m starting with sort of that template mentality of if I’m going to do this again, how can I do it right the first time so I can reuse it, polish it, improve it, and get better at this and take less time as I do it.

Pete Mockaitis
There’s so much good stuff here. I want to dig in in all kinds of places, but it would be too scattered. First, let’s chat a little bit in the realm of going back to stopping for a moment. You mentioned rejuvenation. I think that we’ve heard from a few sleep doctors, a lot of good tips there and I’m a huge advocate for that. It’s so important.

But I want to get your take on when it comes to nutrition and exercise, boy, there’s a lot of advice out there. What have you found ultimately really yields good quality rejuvenation, energy, and freedoms?

Michael Hyatt
First of all, disclaimer, I’m not a physiologist or a doctor or a fitness trainer or any of that. What I do know is what works for me and I have studied a little bit.

But with regard to nutrition, I found that one of the best things to do is to really take it easy on the carbs. A high-carbohydrate diet creates a lot of problems in terms of focus and productivity. It’s why when we eat lot-quality carbs and we eat a lot of these kind of carbs like at lunch, like I’m talking about white bread, pizza, mashed potatoes, pasta, that’s why we kind of go into that funk in the afternoon and get sleepy because that turns to sugar very quickly. It burns up fast and it just doesn’t keep our blood sugar level at a level where we could be really productive.

One of the things I’ve done, and this is – I may lose some of your listeners here – but one of the things I’ve done for several months now is I’ve been on the keto diet. That’s a high fat moderate diet, a moderate protein, low carbohydrate diet. One of the things I had no idea about was how much brain fog I had until I started doing this diet.

It was actually developed back in the 1930s to help epileptic children deal with seizures. There’s a cognitive relationship between this diet, high fat, and your cognitive function. That’s been helpful to me.

I’m very careful about taking supplements, about checking my blood a couple times a week with my physical – or a couple times a week, a couple times a year with my physician, just making sure that my markers are right so that can serve as an early warning sign to head off problems before they happen.

Then I work out five to six days a week usually about an hour, three days of cardio, three days of strength training. All that just keeps my energy level up. It’s important to move in some way like that.

Pete Mockaitis
When you do the cardio or the strength training, what kind of intensity are you shooting for?

Michael Hyatt
Well, I would say moderate intensity. I’m kind of an achiever, so I’m always trying to beat my personal best. I feel like I’m in the best shape of my life that I’ve ever been in. I do work with a trainer, who prescribes a program for me. We get together once a month and reevaluate the program and see where I want to go from there.

I was training for a half marathon this spring, but I injured my foot, so I’m going to back that off till this fall. But typically what I’ll do on the cardio before I had the injury is that I’ll run about 30 minutes of interval training twice a week and then I’ll do a long run and a progressively longer run on Saturdays. Yeah, it depends on what I’m training for.

Pete Mockaitis
Okay, very good. Well, so now, talk about cutting again. You mentioned that there’s something that we should permanently remove from our to-do list, what is this?

Michael Hyatt
First of all, you should remove the drudgeries of stuff. That’s where you really start is with the drudgery zone activities. Those are not the best and highest use of you. They’re not going to create leverage in your business or your personal life. You’ve got to really focus on those desire zone activities.

Again, that begins with elimination and it goes to automation, and then that final chapter there is all about delegation, which one of the things I found with people that have businesses or leaders, until you can scale yourself, you can’t scale your business.

Pete Mockaitis
Understood. All right, so when it comes to that delegation, any particular tips in terms of where to get started if you’re having trouble letting go of anything?

Michael Hyatt
Yeah, I think the first thing that we’ve got to do, Pete, is confront sort of the limiting beliefs or the way that we think about delegation. In my experience with coaching now hundreds and hundreds of entrepreneurs there’s usually three sentences that rattle around in their head. The first one is “If I want it done right, I have to do it,” what?

Pete Mockaitis
Myself.

Michael Hyatt
Right. Or here’s another sentence that they have. This would be a second sentence. “It takes longer to explain how to do it. I might as well just do it myself.” Or they say, “I can’t really afford additional help right now. I guess I’m going to have to do it myself.” As long as yourself is at the center of all this, you’re not going to be able to grow, you’re not going to develop additional capacity, you’re not going to be able to accomplish what you want to accomplish.

Let’s look at those one at a time. To the person who says “It takes longer to explain how to do it. I might as well just do it myself,” it’s true. It does take longer to explain it the first time, but once you explain it the first time and give people an opportunity to do it so that they can be trained, then you save yourself all the time because you never have to touch it again.

“In terms of if you want it done right, you’ve got to do it yourself,” here’s the beauty of the freedom compass. What’s in your drudgery zone, might be in somebody else’s desire zone. If you hire right so that you have compatible people that offset what’s in your drudgery zone with what’s in their desire zone, then not only can they do it as well as you could do it, they can do it better than you could imagine doing it.

That’s basically how I’ve grown my entire business. I have 35 full-time people. Last year we grew 62%. I hire specifically for people that are doing their desire zone activities so that everybody’s functioning in their strengths and doing the things that they love and the things that they’re proficient at. That’s a real key.

Then the whole thing about affording, “I can’t afford somebody to do it,” you can take baby steps. I’m not advocating going out and hiring a big staff or even hiring somebody full time. You can start as a solopreneur or as a leader just with a part time virtual assistant. That’s how I started.

Back in 2011 when I left the big corporate world, where I was managing a large company where we were doing a quarter of a billion dollars a year and then I stepped into a solopreneur job, where I couldn’t even find a FedEx box. I had to start small. I hired a virtual executive assistant, who worked five hours a week. I did that for a couple of weeks. I saw the value of it. Then I upped their time to about 10 hours a week, then 15 hours, and 20 hours.

But here’s how the conversation often goes. I had a client by the name of Greg. Greg said, “Look, I’ve got a business where I have to have a web presence. I know just kind of enough about web design and web development to do it myself. It’s probably not the best use of my time, but I really don’t feel like I can afford somebody else to do it now.”

I said, “Well, let me ask you a question, Greg. How much do you bill for? What’s your hourly rate?” He said “150 dollars an hour.” I said, “Okay.” I said, “What would it cost you to get a WordPress developer, somebody that was really good that knew what they were doing? They could do a little bit of design work too.” He said, “Probably 50 dollars an hour.” I said, “Then why are you paying somebody 150 dollars an hour that you admit isn’t that good?”

The lights went on. He went, “Wow.” I said, “If you hired somebody at 50 dollars an hour, it would free you up to bill for that additional time and you’d come out ahead 100 dollars an hour.” That’s how we have to think about delegation. It requires an investment first, but boy, that’s when we begin to reap the rewards and that’s when we begin to clone ourselves in a sense because we’ve got other people that are helping us.

Pete Mockaitis
For folks who are professionals and not business owners, what are some key things you’d recommend they delegate?

Michael Hyatt
I think the same thing. Go back to the freedom compass. Start with the drudgery zone because your company is probably not paying you to do those things that you don’t love and those things that you’re not proficient at. If they are, you’re in the wrong job. Get rid of those things because it’s not the best and highest use of you.

Then go to the disinterest zone, then the distraction zone. Again, focus on those few things that really create the leverage, the things that your employer thinks the results you ought to be delivering. That’s where you’re going to see the advance in your career.

Pete Mockaitis
Very good. When it comes to cutting, how do you recommend we cut distractions?

Michael Hyatt
Well, you’ve got to have an offensive plan to begin with. I talk in the book about how to design your quarter, how to design your week and how to design your day. Once you have a good offensive plan, then you’ve got to come up with a defensive plan for the interruptions. I distinguish between interruptions and distractions, two different things.

Interruptions are the external things. It’s people dropping by to visit. It’s that text message you get. It’s people interrupting you. I often talk to leaders who say, “I can’t get my own work done because I’ve got so many people interrupting me to help them with their work.” I think one of the best strategies is to have an offense on those two.

First of all, schedule time to get your most important work done. Make it a commitment and put it on your calendar. What gets scheduled is what gets done.

Then, preempt those interruptions by going to the people who are most likely to interrupt you, and you know how they are, go to those people and say, “Hey, look, I’m about to do some really important, focused work. It’s important that I don’t get interrupted, but I want to be available to serve you, so are there any questions you have, anything I can help you with before I go into this session?”

Pete Mockaitis
All right.

Michael Hyatt
This is awesome because, now all of the sudden, you’ve put them on notice and you’ve also not been a jerk about it. You’ve communicated that you want to help them, but you kind of want to do it on your terms.

Then you’ve got distractions. Now distractions are all the stuff that look external, but are really a problem with ourselves with self-control. This could be jumping over to Facebook. The problem is we’ve got multi-billion dollar-social media companies, who are doing a tremendous amount of research and whose entire business model is built on high jacking our psychology and manipulating our dopamine.

They want us to spend as much time on those platforms as possible. Why? Because they’re repackaging our attention and they’re selling it to the highest bidder in the form of advertisers. We have to combat that. The best way to do it, I think, is to use technology to fight technology.

For example, my smartphone, it looks like a really cool device. It does a gazillion things. I’ve got an iPhone XS Max. It does a bazillion things, but it’s a very sophisticated distraction device if I’m not careful. On my phone, I’ve removed email. I’ve removed Slack, which is our internal communication program. And I’ve removed all social media with the exception of Instagram because I’m trying to build my Instagram following.

But even there I’ve used the technology to fight technology. I go into settings, screen time, and I limit my use of Instagram to 30 minutes a day. Even better, I gave my phone to my wife and I said “Set a passcode for that so that I can’t cheat and don’t tell me the passcode.” When my time is up on Instagram, my time is up.

There’s a great app for the desktop that works on Windows or Mac or any platform called Freedom. You can find it at Freedom.to. I don’t have any relationship with them except that I use this program and love it. But it allows you to selectively turn off apps and websites for a specific period of time, which allows you to stay focused when you do your most creative breakthrough kind of work.

The only way to defeat Freedom is to completely reboot your computer. That gives me just friction so that I can remember my intention that I’m trying to get focused work done. It enables me to avoid the distraction.

Pete Mockaitis
Excellent. What do you think about mindfulness practice when it comes to building the capacity to resist distraction?

Michael Hyatt
I think it’s really important. I meditate every morning for 15 minutes. It just gives me the opportunity to collect my thoughts, to kind of get centered, to get focused, to get re-connected with my most important priorities. Again, it kind of goes back to the freedom that I talked about before, the freedom to do nothing. It’s often underrated.

Pete Mockaitis
Now, I’d love to dig in for a moment now. When you say meditation, are you referring to more of a mind training exercise or more of a prayer exercise?

Michael Hyatt
Well, I actually do both. I do pray. I also do just straight up meditation. I use an app called 1 Giant Mind. Are you familiar with that?

Pete Mockaitis
I know a couple. I don’t know that one.

Michael Hyatt
It’s awesome. If you’re familiar with Headspace-

Pete Mockaitis
Right.

Michael Hyatt
It’s kind of similar to that, but I actually like it better and it’s free. But 1 Giant Mind. It has 12 initial lessons and then you can go into a 30-day challenge, but the instruction is fantastic.

Pete Mockaitis
Oh lovely. Well, thank you. I’ve enjoyed a little bit of all of them in terms of Calm, Simple Habit, Headspace. They all give me a little bit of a different perspective. I go, oh yeah, that’s a really good one. Thank you. Much appreciated. We’ll check out another one. Cool.

Michael Hyatt
That’s right.

Pete Mockaitis
All right, so we talked about stopping. We talked about cutting. Now what?

Michael Hyatt
Yeah, so now we get to that third section of the book, which is called Act. It’s a little bit counterintuitive because you’d think that Act ought to come first, but I find that you’ve got to stop, kind of reflect where you want to go, then you need to cut or prune because anything that’s healthy has to be pruned from time to time, but now it’s time to act.

Now, hopefully, you’ve gotten rid of all the stuff that’s in your drudgery zone, a lot of the stuff in your disinterest and distractions zones and now we’re going to focus on how to get more done in your desire zone, the things that you love and the things that you’re good at. That begins with a chapter called consolidate. This is all about designing your ideal week.

The idea is that you want to design a week as if you were in 100% control of your time and resources. What would that look like? If you really wanted to give it some intelligent design and not just be reactive to what came over the transom and schedule those things, but actually we’re very proactive about it.

Here’s how mine works for example. First of all, I’m going to start with on Mondays is when I have my internal team meetings. I batch all these together for one simple reason. It’s the concept of context switching.

In other words, anytime I switch a context, for example, I go from a meeting to I go to some time where I’m working on a project to maybe I’m going to record some video, anytime I go to a different context, there’s a certain amount of ramp up time, a certain amount of time to kind of get into the groove, find my equilibrium and get into flow. Well, the less you can do that, the more momentum you can build.

When I get into that space in my head of meetings and I’m in meeting mode, then I just batch them altogether. Internal meetings are all on Monday.

Tuesday, is all about what I call backstage time. This is my time for preparation on the front stage. Everybody’s front stage is going to look different, but the front stage is what your employer or your clients are paying you, that’s what you’re delivering, but there’s always some backstage work that has to be done in order to do that.

If you’re a lawyer, for example, your front stage might be arguing a case before a court or negotiating a contract on behalf of a client, but there’s a lot of research in the backstage that has to go into that preparation. For me, Tuesday is all about that preparation.

Wednesday and Thursday for me are front stage activities. For example, when I record my podcast, I do that in a day and a half once a quarter and I record 13 episodes in a row. It takes me a day and a half, but then I don’t think about it for another quarter. I get into that headspace and I stay focused and knock it out.

Then on Friday is when I try to consolidate my external meetings. If anybody wants to meet with me, they come in from out of town or a vendor or a client or whatever, I try to move those to Friday. Why? Because I don’t want those meetings interrupting my progress on my front stage days or my back stage days.

Then, of course, I have – and a lot of people don’t know about this – but there’s actually an offstage. All of life doesn’t have to be work. On the weekends, on Saturday and Sunday for me, I’m not thinking about work. I don’t talk about work. I don’t read about work. I don’t do work. Why? Because I want to get back in on Monday morning totally rejuvenated and ready to hit the ground running.

That for me is my ideal week. This could be a game changer for people to begin to get some sense of control back. I would say, Pete, probably in any given week, I’ll probably approximate that about 80%. Things are going to happen. I don’t try to be legalistic about it. But boy, going into the week with a plan is a whole lot better than just reacting to what comes over the transom. Does that make sense?

Pete Mockaitis
I like that a lot. Yes. What do you think about in terms of total hours of work in a day and a week, energy levels and optimizing that?

Michael Hyatt
Yeah, I keep my work to 40 hours a week. I can tell you that the science and I quote it in the book, but once you get past about 55 hours a week, there’s an inverse relationship between the amount of time you work and the level of productivity you have. It actually goes backwards after you give 55 hours. There’s been a lot of study done on this.

But the average person is buying into what I call the hustle fallacy, where you’ve got to work 80 hours, you’ve got to work 100 hours. That’s a recipe for burnout. It’s also a recipe for screwing up your life, screwing up your health, screwing up your most important relationships.

What I’m after, personally, is what I call the double win. I want to win at work, but I want to succeed at life. I’m not willing to compromise either for the sake of the other one.

Pete Mockaitis
Well, so I’d love to get your take, I don’t know if you would liken yourself to this, but I think of, hey, Michael Hyatt, Elon Musk, two titans, very different perspectives. I guess, when it comes to Elon Musk it’s like I cannot deny that is one successful dude, who has made a lot of things happen and he espouses very much the hustle mentality.

Michael Hyatt
He does.

Pete Mockaitis
How do we reconcile that?

Michael Hyatt
Well, I think it depends on you define success. He’s blown through a couple marriages. He, by his own admission, doesn’t talk to his kids hardly. He’s sleeping at the factory so much so that his fans started a Kickstarter page to buy him a new couch, kind of as a joke, so he’d have something better to sleep on. He’s appeared in the media and said some crazy things, which have led even to fines from the SEC and other federal agencies.

I think it depends on how you define success. Look, I’m not holding myself up as a paragon of virtue, but here’s the thing. Here’s what’s possible. Last year I took off 160 days, now that counts weekends, so 160 days including a one-month sabbatical, which I’ve done every year for the last eight years and my business grew 62%.

Pete Mockaitis
Awesome.

Michael Hyatt
I really think this idea of achieving more by doing less – the hustle fallacy, I want to keep my health. I’d like to live a long time. I’ve been married for 40 years, almost 41 years. I have 5 grown daughters, who I adore and who like me. This doesn’t just happen by chance. It’s not because I’m lucky, but I’ve tried to focus on those things.

Again, I’m not trying to hold myself up as the paragon of virtue, but I’m just saying that there’s a different model for success than the one that Elon Musk espouses. I’m not trying to judge him, but just look at the fruit, look at the results.

Pete Mockaitis
All right. Well done. Thank you. Well, tell me before we sort of shift gears and do your favorite things, any sort of key mistakes folks make when they’re trying to say, “Heck yes, I want to get free to focus and do these things.” What are some roadblocks or some fumbles folks make along the way as they’re trying to enact this stuff?

Michael Hyatt
Well, I think the biggest tip I can give people is to get a plan for your day. This is where you’re going to get the biggest leap forward. I advocate something called the daily big three. Here’s how it goes for most people. They start the day – if they have a to-do list, and not everybody works with a to-do list, which is also a guarantee for being reactive, but let’s say you have a to-do list. The average person’s going to have somewhere between 20 and 25 items on that list.

Pete Mockaitis
No kidding.

Michael Hyatt
Yeah. Before they begin the day, they’re already feeling overwhelmed, like there’s no way that I can accomplish what’s on my list. They get to the end of the day and even if they’ve done half of it, where do they focus? On the half they didn’t get done. They go to bed defeated. This becomes a vicious cycle. It creates a lot of dissatisfaction, a lot of frustration and ultimately leads to burnout.

But the problem is they’ve created a game, they’ve set themselves up to fail by creating a game that they can’t possibly win. What I suggest is instead of that, go ahead and identify the three highest leveraged tasks that you can do today. Not all tasks are created equal. We know from the Pareto principle that 20% of the effort drives 80% of the results.

Let’s just go ahead on the front end and say “What are the three most important things that I can do today?” Now all of the sudden that seems manageable. At the end of the day when I accomplish those three things, even if I didn’t do all the other trivial things, at least I got the most important things done.

You do three important tasks like that a day, you do it 250 days a year, which is the average number of workdays people have, that’s 750 important things per year. That, more than anything else, will give you a sense of control and give you a sense that you’re winning. When you feel like you’re winning, it builds your confidence and it builds your momentum.

Pete Mockaitis
Yes. I like feeling like I’m winning. Well said.

Michael Hyatt
Me too. Me too.

Pete Mockaitis
Well, now could you share with us a favorite quote, something you find inspiring?

Michael Hyatt
Yeah. I think one of my most favorite quotes is one by Warren Buffet. He said that “The difference between successful people and really successful people is that really successful people say no to almost everything.”

Pete Mockaitis
Beautiful. How about a favorite study or experiment or bit of research?

Michael Hyatt
I would say the research that I’ve done into sleep has been probably the most rewarding, especially into naps because I sort of knew intuitively that napping was a powerful way to rejuvenate and kind of reboot in the middle of the day. I’ve faithfully practiced it for about 30 years.

I took a nap today, so between interviews I laid down for 20 minutes, fell to sleep – I trained myself to fall to sleep quickly – I wake up and I’m a little bit groggy maybe for about ten minutes or so, drink a cup of coffee, and then it’s like I’m rebooted.

Pete Mockaitis
Well, now I want to know, how do you train yourself to fall asleep quickly?

Michael Hyatt
It’s not unlike training yourself to meditate. I don’t put a lot of pressure on myself to fall asleep. What I do is kind of try to focus on my breathing and focus on relaxing. If you do that and do it routinely, you’ll find yourself falling asleep. If you don’t fall asleep, it’s still rejuvenating, even if you do nothing but put your feet up and relax.

Pete Mockaitis
How about a favorite book?

Michael Hyatt
I’m one of those guys, I read a ton. I tend to focus on the books that I’ve read most recently. The book that I love that I just finished here about two weeks ago was Digital Minimalism by Cal Newport. Have you read that?

Pete Mockaitis
I have perused it. Can you tell me maybe a takeaway that was particularly valuable for you?

Michael Hyatt
Yeah, the biggest one was on the value of high-quality leisure, so really being intentional about your leisure time and how it correlates to our work, it makes us more productive at work. But that was really challenging and really exciting to think about.

Pete Mockaitis
How about a favorite tool, something that helps you be awesome at your job?

Michael Hyatt
Let me think here for a second. I would say the tool that I’m enjoying the most right now is a tool called Notion. Have you heard of it?

Pete Mockaitis
No.

Michael Hyatt
Notion is kind of like a personal Wiki. It could be. A lot of people are using it as an Evernote replacement. I’m still using Evernote, but only as a digital junk drawer. Notion is where I put structured information, information I want to get back to. It’s a whole lot of fun. It’s an outstanding tool.

Pete Mockaitis
Interesting, thank you. How about a favorite habit?

Michael Hyatt
A favorite habit without question is my morning routine, just going through my drill every morning, setting myself up for high performance. Again, I learned this from the world of athletics, where the world’s best athletes have a pre-game ritual. I think of my morning time as a pre-game ritual. That’s the time when I’m going to pray, the time I’m going to meditate, the time I’m going to exercise and get fueled for the day.

Pete Mockaitis
Is there a particular nugget you share that really seems to connect and resonate and get quoted back to you frequently?

Michael Hyatt
I think it’s that one about winning at work and succeeding at life. I think that with my clients, that’s just captivated their imagination and gets them really excited because I think most people have kind of fallen into this idea that you’ve got to give up one or the other. You can’t have both. I think when people are given a model, and that’s what I try to do in the book, Free to Focus, for how that can be done, it resonates with people.

Pete Mockaitis
If folks want to learn more or get in touch, where would you point them?

Michael Hyatt
Well, in terms of the book, I would go to FreeToFocusBook.com. It has links to all the places where you can buy the book, but more importantly, it also has 500 dollars’ worth of free bonus material related to the book that you can get just by turning in your receipt. That’s all you’ve got to do. Turn in your receipt, claim the free bonuses. It has some amazing stuff including the audio version of the book for free. Then for all things related to me, just MichaelHyatt – Hyatt with a Y, not an I – MichaelHyatt.com.

Pete Mockaitis
Do you have a final challenge or call to action for folks seeking to be awesome at their jobs?

Michael Hyatt
Yeah, I would say that in this kind of distraction economy where people are so sidetracked and there’s so much sideways energy and so much fake working going on, if you can learn to focus, that could become a super power.

I would just encourage people to differentiate themselves from their competitors and from their peers by being the person that really can deliver the highly creative, deeply important work that moves their business forward, that moves their personal work forward because so many people are sidetracked and distracted. You can differentiate yourself and make a real difference in the world.

Pete Mockaitis
Beautiful. Michael, this has been a ton of fun. Thanks so much for taking the time.

Michael Hyatt
Thank you, Pete. Appreciate it.

393: Freeing Up Extra Time Through Optimizing, Automating, and Outsourcing with Ari Meisel

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Ari Meisel says: "If you make something 20 seconds easier or 20 seconds harder, you can make or break a habit."

Ari Meisel breaks down his secrets to greater productivity…from virtual assistants, to the best productivity apps, to easier ways to make decisions.

You’ll Learn:

  1. How working at your peak time makes you many times more effective
  2. The power of the 20-second rule
  3. Why you should consider using virtual assistants

About Ari

Ari is the best-selling author of “The Art of Less Doing“, and “The Replaceable Founder.” He is a self-described Overwhelmologist whose insights into personal and professional productivity have earned him the title, “The Guru’s Guru.” He can be heard on the award-winning Less Doing Podcast, on international stages speaking to thought leaders and influencers, and for those who prefer the written word, Ari’s blog posts on Medium offer immediate and actionable advice for entrepreneurs seeking replaceability.

Items Mentioned in this Show:

Ari Meisel Interview Transcript

Pete Mockaitis
Ari, thanks so much for joining us here on the How to be Awesome at Your Job podcast.

Ari Meisel
Well, thank you for having me Pete. It’s good to talk to you again.

Pete Mockaitis
Oh yeah. Well, I think we’re going to get into so much good stuff. I am all about less doing. But first I want to get your take on what’s the story behind you being on the cover of a Rage Against the Machine album?

Ari Meisel
Yeah, it’s the 20th anniversary of that. It’s funny. It’s been coming up a lot lately. The Evil Empire album from Rage Against the Machine, I was 11 years old and Mel Ramos, who is a famous artist and was a friend of my father’s, who’s an art dealer, made that painting for me as a birthday present when I was 11.

The band saw it a few years later in one of his books and they just liked it. They used it for their cover. I never met the band. I was never a fan of the band. I had a billboard of my face in Times Square when I was 15 years old.

Pete Mockaitis
Well, check you out. Well, and your fame has grown since then.

Ari Meisel
Yes, totally. I think it all stems back to that very moment.

Pete Mockaitis
Well, starting early, that’s good. Can you give us a little bit of a quick background on your company, Less Doing? What are you all about?

Ari Meisel
I empower entrepreneurs to become more replaceable. That’s what I do. That means a lot of different things to a lot of different people, but the ones that get excited by that are the ones that I usually do the best with. Essentially we’re teaching people how to optimize, automate and outsource everything in their business in order to be more effective. We do that through a number of systems that we teach and processes and methods, but essentially we teach people to be more effective.

Pete Mockaitis
Well, we love effectiveness here. Most of our listeners are not entrepreneurs, but I definitely thing that there are some applicable tidbits. Now, you unpack a number of these in your book called The Art of Less Doing. Is there a unique spin that the book takes?

Ari Meisel
Yeah. Originally when I got into this sort of world, the focus was on individual productivity for the most part. I was helping individuals be as effective as possible. Over the last several years, this has developed into much more of a business methodology for growing faster with less pain basically. The Replaceable Founder really takes that framework of optimize, automate, outsource and applies it to businesses.

The goal is to make people replaceable. The reason we do that is so they can have more focus, freedom and flexibility. The way that we do that is through looking at the way that they communicate, the way that they manage and execute processes, and the way that they have their project management system set up.

Pete Mockaitis
Interesting. I like your alliteration here. You’ve also got the three D’s. What are those?

Ari Meisel
That’s for email and decision making in general, which is to deal with it, delete it or defer it.

Pete Mockaitis
Yeah. Well, tell us, how do we navigate? When is it best to choose to do versus to delegate, to defer?

Ari Meisel
We use email to teach the concept, but it’s not about email. The email problem for most people is not an actual email problem, it’s a decision-making problem. The first thing here is to understand that the three of them are there because those are the only three choices that you should have to make.

Most people treat not just email but decisions in general as if it’s a unique opportunity to make a thousand different decisions every time. It’s not.

If you limit yourself in your choices to three, then you can say deleting is saying no, dealing with it means you can deal with it right now, which could include delegating it, so you get in that sort of habit as well. Then the third D is for deferral, which is the most interesting because that’s really taking into account how you use your time and when you’re best at different things.

Every one of us has a different time and sometimes place where we do different kinds of activities better, such as podcast interviews for example. You would not have gotten this energy from me a couple hours ago, which is why I try not to schedule a podcast interviews before noon my time. It’s something I’ve learned about myself.

Not to mention that my peak time, which is a period when any one of us is 2 to 100 times more effective than any other time of the day, that peak time for me is usually between ten and noon. I can’t do creative work before eight o’clock at night because there’s just too much going on in my head and I can’t write or be really creative.

Knowing that is really powerful because you can make an active decision. You’re not procrastinating; you’re saying, “No, I’m going to do this more effectively at this time, so that’s when I want to look at it.”

Pete Mockaitis
I really like that. We had Dr. Michael Breus on the show talked about the power of when and just some fascinating stuff associated with circadian rhythms and there’s actual biochemical things going on in your body at somewhat predictable regular times that point you to different states that let you be excellent at different sorts of tasks. Can you lay it on us again? What are your times and what are the capabilities you find you have uniquely available at those times?

Ari Meisel
Again, for me, the peak time for me is ten to noon.

Pete Mockaitis
When you say peak, you just mean, “I am unstoppably energetic,” or what’s peak mean for you?

Ari Meisel
The research basically says that for every person it’s different. There’s a time of the day that’s usually 90 minutes and you are 2 to 100 times more effective in that period. What they mean when they talk about effectiveness in that situation is that you’re most able to easily drop into a flow state.

Flow state for most people, that generally equates to a dilation of time. If you’ve ever found yourself in an activity where it felt like minutes had gone by, but it was an hour or two, that’s a flow state. We want that because our brain is just firing on all synapses in that moment.

My peak time is between ten and noon. In theory, I should be using that time for my highest and best use, which in my case is usually coming up with content or really interesting problem solving for whatever the problem might be.

Now, I know that I’m not good on the phone or podcasts before noon. That’s just something I’ve learned about myself. It’s not because I’m not a morning person, but maybe it just takes me a little while to sort of get in that mood or that mode.

Creatively, I can’t do creative work before eight o’clock at night because there’s a lot going on in my house first of all, but also we tend to be more creative when we’re tired because we’re less likely to sort of shoot down the bad ideas and things can flow a little more freely. But it’s different for every person. Some people, their peak time could be five in the morning. I’ve seen that. Some people it’s eleven o’clock at night and that’s when they do their best, best, best.

We all work out at different times or we should. We eat at different times. A lot of that you can see in Dr. Breus’s work. He’s been on my podcast three times because he’s so awesome. A lot of people think, “Oh, that’s interesting.” But you really can dial it in and use that timing to your advantage.

Pete Mockaitis
Oh, I’m right with you there. The peak then is you’re most likely to drop into a flow state. The creativity is a different animal than the peak?

Ari Meisel
Right, right, absolutely.

Pete Mockaitis
Okay, very good. That’s nice. I guess we’re already digging into a little bit. You talk about optimizing, automating, and outsourcing. One of the components of optimizing is knowing thyself. We’re already talking about some knowing thyself in terms of the times that you’re best for different sorts of activities. Are there any other key parameters you really recommend folks zero in on knowing thyself/themselves well?

Ari Meisel
Sleep I think is another one too. Not everybody needs to sleep eight hours a night in one block. Many people should, but not everybody needs to. That’s not the optimal thing for everybody.

In fact if you look back at old research, well even new research now, the natural pattern of human sleep seemed to be these sort of two different bulk sleeps, where you got this core amount of sleep, then you’d wake up for a little while in the middle of the night and do things, and then go back to sleep for what was then became known as beauty sleep.

Understanding that just because the rest of your team or your environment or your friends or family, whatever, might be on a nine to five work schedule and a ten to six or ten to seven sleep schedule, it doesn’t mean that that’s what you should be doing.

Pete Mockaitis
That’s great, so get clear on your real sleep needs and what’s optimal for you and not just sort of caving to the norms around you.

Ari Meisel
It’s so individual. It’s so, so individual. That’s the big thing. Understand that you can figure it out.

Pete Mockaitis
Okay, very good. Any other knowing thyself things to know?

Ari Meisel
I think a lot of people are just generally unaware of how they use their time and their space and their resources and their money and everything. There’s usually a huge benefit in just tracking sort of anything that we do. You can track things like with RescueTime, you can track how you’re using your computer or your Apple watch and see how you’re moving around or not. That kind of information can be very powerful if you just take the data that you’re producing all day every day and actually look at it.

Pete Mockaitis
Well, could you give us an example of let’s say Apple watch or Fitbit, you’re looking at your steps or movement data and how that can inform a useful decision?

Ari Meisel
One thing I would say is just challenging what you might inherently think you know about yourself. There’s so many people – there’s a lot of people who when they use these tools, they can guess the number of steps they’ve taken in the day and they’re probably pretty accurate.

Most people before they do that kind of thing are very – they’re usually pretty off. Somebody might think that they were on their feet for ten hours; it turns out they were only on their feet for two hours. Or they think that they walked five miles, but they didn’t even walk a mile.

That in itself, being aware of the unawareness I think is huge and the discrepancies because once you get into this and you sort of get to know your body and you sort of inherently understand these things a little bit better. We can make better decisions or we can even understand when we shouldn’t be making decisions because if we’re tired or not in a good place to mentally do things, a lot of people just sort of power through it and then make bad choices. Then those sort of build on each other.

Pete Mockaitis
That’s true. Can you recall a particular bad choice you made when you were tired or poorly resourced?

Ari Meisel
I mean a lot of it usually comes out with my wife and arguments that I wouldn’t normally have. But there – it’s funny actually. I think about a month ago my wife and I had a fairly aggressive argument. It was so out of the norm that she actually stopped and she’s like, “You’re acting like one of the children right now. You should go take a nap.” I can usually operate on pretty low amount of sleep, but this was a bad few days for some reason. I stopped and I realized I was acting like a toddler.

Pete Mockaitis
Yeah. That’s well said. Cool, that’s a little bit about knowing thyself. Can you dig into a bit of the concept of the external brain? What is it and how should we tap into that power?

Ari Meisel
For the external brain is the idea that we really can’t use our brains the way that we think we can. The human brain is really, really bad at holding onto information. It’s great at coming up with it, but really not so good at keeping it. We try to use working memory for something that it really isn’t, which is long-term storage.

If we have systems in place – and when I say systems it’s important because a lot of people have tools or methods maybe or gadgets, but a lot of people lack systems. If you have a system in place to actually track your ideas, capture your ideas and put them in a place where not only you can save them, but actually act on them later, that makes life a lot less stressful and a lot more effective.

Pete Mockaitis
Oh yeah, I’m so with you there. I’m thinking back to David Allen, episode 15 here for us. He said it very well, I might not get it perfect, but says, “Your brain is for having ideas not for holding them or for remembering them.”

Ari Meisel
Right.

Pete Mockaitis
That’s been so huge for me is getting it out of my head and elsewhere. Personally, I love OmniFocus for the actionable things. Someone said, “Oh, this is a great restaurant,” “This is a great podcast.” “You should check out this church,” or place to go. I was like, “Oh cool. I will.”

It’s sort of like all those rich little life ideas don’t float away. They land somewhere and they can be acted upon in sometimes a year plus later, like, “Oh, I am going to watch that movie someone recommended a year ago. I’m so glad I had that recommendation ready to be accessed.” I dig OmniFocus for that and Evernote for more words basically in terms of maybe paragraphs plus. What do you dig for your external brain?

Ari Meisel
Trello.

Pete Mockaitis
Trello?

Ari Meisel
Yeah, I use Trello. I was a really big Evernote user for a long time, but I sort of fell away from it because with Trello it’s more speaking to that idea of having a system. I might capture things all day long from various sources, whether it’s a voice note to my Amazon Echo device or to Siri or a picture of something or a screenshot or I’ll forward an email, and they all go to one place. They all go to one list in Trello as an individual card, each one.

Then at the end of the day, it’s one of my sort of nightly routines is I look at that list and I can sort those ideas into various places. One might be for someone on my team to deal with, one might be for my wife to look at, one might be for me to read later, whatever it might be. But that sorting process is very important to me. You can’t really do that in something like Evernote. With Trello you have that sort of visual idea, like moving things around. It feels very congruent for me.

Pete Mockaitis
Well, that’s intriguing. Can you unpack for us the categories? They start by getting dumped into a singular kind of inbox, collection bin. They then go to, “Hey, read this later.” They go to teammate or wife or another person. What are the other kind of categories that it might fall into?

Ari Meisel
Let me think. It could be assigned to a virtual assistant. That’s certainly one. It could be something that I want to talk about in one of my webinars. That would be like, I do a tech talk Tuesday webinar, so it could go to that. There’s not too many. That’s the thing is you don’t want to have too many different options.

Pete Mockaitis
Well, then I’m wondering over time I imagine, if you’re anything like me, you have way more ideas that you’re excited about than you can take action upon. Let’s talk about some of the automate components, the decision matrix. What is that and in particular how might you apply it to, “Hey, do I do this or do I not do this?”

Ari Meisel
Well, that decision matrix is the three D’s. Saying no, for example, there’s just a lot more things that we should say no to. If anything, for some people it needs to be the default is to say no. If it’s not a heck yes, then it’s a heck no kind of a thing.

Pete Mockaitis
Thank you for the children who listen to the show.

Ari Meisel
Yeah, right. That’s one thing. Dealing with it means you can deal with it right now like in the next three minutes. If you can’t – and in dealing with it right now, that could include delegating it – but if you can’t do that right now, and you can’t say no, then you have to defer it. At that point you pick a more optimal time for you to do it. That’s the point of it is you don’t have to put too much thought into what, when and why.

Pete Mockaitis
I’m curious to hear then when it comes to the heck yes and heck no, it sounds like that’s kind of a visceral your whole person is resonating with something is what lands you at a heck yes or do you have a more systematic approach by which you are determining “Yes, I shall pursue that and no, I shall not pursue the other thing?”

Ari Meisel
One is just understanding your resources, knowing if something is even possible, which part of that comes honestly from having that clarity of thought that comes from having a system like this. It sounds very circular, but it’s true. That’s the big one.

But the other one is also having the places to sort of delegate into that can possibly deal with it. What I mean by that is I have a number of virtual assistants. I have people on my team that I might think it’s a yes, but I have a system in place to sort of send it over to one of them to then validate that idea or at least move it a little bit farther down the field.

Pete Mockaitis
Okay, understood. You’ve also got a concept called set it and forget it. How does that work? Is this an infomercial?

Ari Meisel
Yeah. That’s how I think through automation. Automation to me should be something that we just sort of set up and then it just runs in the background and we just don’t have to think about it anymore. That could be simple things like a trigger through an IFTTT, for example, that if something happens here, then do something else over here. Or a process that is in place that people can go through a very detailed checklist, but it’s still that – that’s how you should be thinking about automation.

It’s not something that you should have to monitor or watch. I forgot who it is actually, but somebody, a friend of mine describes automation is just something that means he doesn’t have to do it.

Pete Mockaitis
Yeah, automation means I don’t have to do it, which is great because in a way, that expands your mindset or how you’re looking at it beyond that of software, robots. Automation can very much include people, people engaging processes, which include a high or low-tech application there. If you don’t have to do it, then that means it’s been automated as far as you’re concerned.

Ari Meisel
Right, exactly.

Pete Mockaitis
I dig it. Well, you mentioned IFTT, if this, then that. It’s so funny I’ve looked at this app several times and thinking, that’s just cool. I’m sure I could probably find some use for it and yet I haven’t. Tell me, what are the most game changingly useful things you’re using IFTT for?

Ari Meisel
First of all, any time you find yourself in a situation where you say ‘every,’ so like every time this happens, every time a customer signs up, every time I book a podcast or video, every time I record an interview, every time I send a Tweet, every time I hire or fire someone, that ‘every’ should be a trigger to think about automation because typically that should mean it’s something that’s repetitive.

That’s one way of thinking through it. All those things that we do on a regular basis, on a repetitive basis, those are things that should be automated. I’ve automated hiring processes, content dissemination, even using machine learning to segment out potential customers from people on my email list. All of those things can be done with automations.

But at a really simple level, if you want to look at the things that you know you should be doing, but not you’re not doing them, that’s a great case for automation, like, “I’m on Facebook and I know I should be on Twitter and Instagram, but I’m not.” Okay, well you can automatically at the very least post all the things you put on one place into all the others.

I know that I should have consistencies so that if I change my Facebook profile picture, I should probably change my Twitter one as well. But those are the kinds of things most people are just like, “Ah, I’m busy so I’ll just let that one go for now.” A lot of those things where you should be doing them and you’re not, you can pick up the slack with automation.

Pete Mockaitis
When you say things you should be doing, I think one of the first things that leap to mind could be exercise, meditation, and sort of things that are boosting your effectiveness across the board. You talked a bit about attaching a new habit to an existing one, how does this work?

Ari Meisel
There are a lot of people who are way better about habits than I am. My friend James Clear, who wrote Atomic Habits, is one of the better ones to be honest.

But if we have a good habit in place already, like most of us probably brush our teeth, then you – and you want to bring in a new habit, then you can associate it with the existing habit. That’s like an anchoring effect. It just makes it a lot easier to implement that habit.

The other thing that I like is generally if you make something 20 seconds easier or 20 seconds harder, you can make or break a habit that way as well. The most obvious example of that is if you want to drink more water throughout the day, have a big thing of water at your desk, you don’t have to get up and go get water. If you don’t want to eat cookies, don’t have cookies in your house.

Pete Mockaitis
That’s nice, so 20 seconds easier or 20 seconds harder can make or break it. Well, then I’m wondering then if there’s a threshold number of seconds that’s like beyond that, “Ah, it’s just too much,” like “If it’s 35 seconds, okay, okay, fine, but if it’s 55, forget about it. Ain’t going to happen.”

Ari Meisel
Yeah, all the research I’ve seen is around 20 seconds.

Pete Mockaitis
Okay. Good. That’s helpful. Okay, cool. That’s a bit about the automation side.

Now let’s talk about the outsourcing. You mentioned virtual assistants a number of times. Most of our listeners are employees and not entrepreneurs or business owners, but I can tell you that when I was an employee, I used virtual assistants to great effect. Can you unpack a little behind this? Virtual assistants, what are they really, really good for and where do people go wrong when they try to make good use of them?

Ari Meisel
Even in your personal life you should be using virtual assistants because it allows you to focus on what you do best and delegate the rest as has been said before. I use the VAs for over 100 hours a week in my personal life with my four kids and booking travel for me and my family and signing up for after school things and insurance.

You have to understand the return on investment there is not necessarily something that you’re going to be able to directly measure in dollars. It’s just going to make your life better.

The biggest problem with outsourcing in general is if people try to do it as a first step and they can’t. If you take an ineffective problem and you just hand it over to somebody else who has less information, less context than you and expect some magical result, it’s just not going to happen. You have to start with the optimizing first, then the automating, then you can get to the outsourcing.

Because also if you give work to a human being that an automation could do, then you’re effectively dehumanizing them, which doesn’t work either. We have to get better at communicating what our needs are. A lot of that comes from going through and creating an optimized process to begin with.

Pete Mockaitis
That’s a great point in terms of “I don’t like this. You handle it,” often doesn’t give you some great results on the other side.

Tell me a little bit when you talk about that optimization, what I found is some of the hardest thinking that I do, which has been just tremendously rewarding in terms of the return has been how do I take this gut feel type decision and turn that almost into an algorithm that we can use to determine – to get pretty far.

For example, I get tons of incoming podcast guest pitches. It’s like, “Oh my gosh.” One by one by one, I was sort of looking at them is like this is nuts, but every once in a while there were some really amazing people who came in. I thought “Well, I can’t just ignore them all.”

I really had to stop and think. It’s like, I want guests who are relevant, who are authorities, and who are engaging. Now, what exactly do I mean by relevant? What exactly do I mean by authoritative? How would I assess or measure or evaluate that? What exactly do I mean by engaging? Now, I can have that – it just goes in terms of the pitch lands and someone evaluates it per all my parameters and then I only look at a small set of finalists.

That’s been huge for me. Is there a particular way that you think about turning things from, “Okay, I can handle this,” until it’s so darn clear that someone else can handle it repeatedly?

Ari Meisel
Delegation is a muscle. You need to practice it and do it and it becomes a lot more natural. It’s not necessarily even so much that there’s an algorithm. But if you say there’s only three choices in these situations and that’s it. There’s only three choices. You sort of create innovation by artificially restricting your options.

Pete Mockaitis
All right, I dig. Can you give us an example of that in practice?

Ari Meisel
I mean, that’s one, the three options. If you say there’s 20 different things you could do, but you say, no, you only have three options. That’s a good one.

For me, if you artificially restrict time. A lot of people say “There’s no time in the day. There’s no time in the day.” It’s just not true. It’s just that priorities are messed up and people don’t have good systems.

If I told somebody that works a nine to five job what would you do if you could only work till four, you had to leave at four? For most people that’s pretty straightforward. That’s a fairly easy way to think through it. “Oh, I would skip lunch,” or “I’d take one less meeting,” or something.

But if you say to the same person, “What would you do if you could only work an hour a day?” that’s a very different question. That creates a whole different – you need a totally different way of thinking to make that work.

Pete Mockaitis
Yeah. You’re already getting the wheels turning for me. It’s like, “Well, I would have to figure out how to have other people do the things that I’m no longer doing,” is what I would do with that hour, kind of like wishing for more wishes, if you will.

Ari Meisel
Yeah, right.

Pete Mockaitis
That’s good. When it comes to these virtual assistants, boy, how does someone find them? Where would you recommend they go, they research, they explore? What are some first steps there?

Ari Meisel
I’ve worked with over 20 different virtual assistant companies over the years, including owning one myself. In that time my favorite one is a company called Magic. People can go to Less.do/Magic to get connected with them. There’s a reason for that. There’s dedicated assistants, which I think create just another bottleneck that you give to somebody else. Then this is what’s more of an on demand model.

Magic has 15 people. Half of them are in the States. Half of them are in the Philippines. They work seamlessly as like one giant entity that really knows your preferences, understands what you need, and their response time is about 30 seconds 24/7. They can do all the different things. They charge I think it’s like 51 cents per minute or something like that.

Pete Mockaitis
Okay. That’s cool. I’ve seen ads for Magic, but I’m like, okay, well, I’ve used a lot myself. Are they any good? It sounds like you’ve been around the block. You say, “Oh yes, Pete. They are legit.”

Ari Meisel
Oh yes, Pete. They are ….

Pete Mockaitis
That’s valuable information. One of my favorite places I’ve gone to is OnlineJobs.ph, which is for hiring people in the Philippines, but you’re going to significantly more work upfront in order to select that winner. That is a bit of work, but I found that on the backend it’s oh so rewarding when you have those champions.

Ari Meisel
Right, yeah. Absolutely.

Pete Mockaitis
Cool. You also talk about outsourcing your outsourcing. What does this mean?

Ari Meisel
I’ve had Magic manage other outsource reliers. In outsourcing we generally have the generalist and we have specialist. Generalist would be the admin sort of VA. The specialist is more like the graphic designers and the programmers and stuff like that. I’ve had Magic manage them in some cases, so then I’m not even having to deal with them. I can have sort of one point of contact.

Pete Mockaitis
That’s cool. That’s cool. Well, Ari, tell me, anything else you really want to make sure to mention before we shift gears and hear about some of your favorite things?

Ari Meisel
No, that’s the main thing. We have a couple different programs that we offer. We have something called a Replaceable Founder, which is a really great online course and now a one-day intensive workshop that we actually offer here in New York City. That’s something that I would recommend people checking out at Replaceable.fr.

Pete Mockaitis
Cool. All right. Now could you share with us a favorite quote, something you find inspiring?

Ari Meisel
Yeah, I sure can. I just have to pull this up. Too long, but it’s long enough that I can’t remember it. It’s a Robert Heinlein quote, if you’ve heard of Robert Heinlein.

Pete Mockaitis
I think I see his name in text in my mind’s eye, but I don’t recall anything more.

Ari Meisel
He wrote Tunnel in the Sky. He wrote some of the – he was sort of an Isaac Asimov contemporary.

But anyway, he said, “A human being should be able to change a diaper, plan an invasion, butcher a hog, con a ship, design a building, write a sonnet, balance accounts, build a wall, set a bone, comfort the dying, take orders, give orders, cooperate, act alone, solve equations, analyze a new problem, pitch manure, program a computer, cook a tasty meal, fight efficiently, die gallantly. Specialization is for insects.”

Pete Mockaitis
All right, thank you. How about a favorite study or experiment or bit of research?

Ari Meisel
Oh, that’s a good one. The Zeigarnik Effect probably. Bluma Zeigarnik in the 1920s in Berlin was a Russian doctoral student. She discovered this part of the brain that not only pushes us to complete the uncompleted, so it’s like the voice in our heads that pushes us to complete the uncompleted, but it’s also where we sort of process open-ended information.

Pete Mockaitis
So we know that that part of the brain exists. Are there any kind of key implications for how we live our lives differently knowing that?

Ari Meisel
Yeah. Yeah, it’s a really important understanding for us because we actually are more able to recall that kind of information than in any other setting.

Pete Mockaitis
That’s cool. Thank you. How about a favorite book?

Ari Meisel
My favorite book ever is Emergency by Neil Strauss.

Pete Mockaitis
That’s fun. How about a favorite tool, something that helps you be awesome at your job?

Ari Meisel
Favorite tool. That would be Trello, really Trello.

Pete Mockaitis
All right. And a favorite habit?

Ari Meisel
Favorite habit. My nightly sort of brain dump, sorting of ideas that I do in Trello. It’s huge for me.

Pete Mockaitis
Is there a particular nugget you share that really seems to connect and resonate with your folks, that gets them nodding their heads and retweeting and telling you how brilliant you are?

Ari Meisel
Well, I hope so. I think just this concept of being replaceable. It opens up a lot of ideas and philosophies and emotions for some people to understand that that’s a really good thing. It’s not just about replacing yourself in terms of the functions that you do and bringing other people to do them and empowering them, it’s also about re-placing you to the sort of glory and comfort and happiness that you once had.

Pete Mockaitis
Oh, that’s clever. Re-placing, to place again yourself.

Ari Meisel
That’s right.

Pete Mockaitis
That’s profound. Thank you.

Ari Meisel
Thank you. There we go.

Pete Mockaitis
If folks want to learn more or get in touch, where would you point them?

Ari Meisel
They should go to LessDoing.com. We’ve got this really cool little free mini course that people can go through. That’s a bunch of videos. Actually, if they go to Less.do/Foundations, they can get into that.

Pete Mockaitis
Do you have a final challenge or call to action for folks seeking to be awesome at their jobs?

Ari Meisel
Seek replaceability in everything that you do. If you can’t be replaced, you can’t be promoted.

Pete Mockaitis
Beautiful. Well Ari, this has been a real treat. Thank you for taking the time and good luck in all you’re up to.

Ari Meisel
Thank you.