Energy Archives - Page 3 of 11 - How to be Awesome at Your Job

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

Paula Davis
Thank you, Pete. It’s so great to be with you.

Pete Mockaitis
Well, I’m excited to get into your wisdom, we’re talking burnout. And I understand you have a personal bit of experience with burnout. Could you share your story?

Paula Davis
Absolutely. I practiced law for seven years and burnout is really what cut my law practice short. I spent the last year of my law practice going through burnout. I didn’t know what it was at the time. I just knew I was off in terms of how I was managing my stress, how I was feeling, how I was really processing the challenges associated with my work, and it took me quite a bit of time to really understand what that was, and I didn’t know there was a word burnout. I was thinking just purely in terms of stress.

And so, I didn’t start in kind of a severe place but I ended in a severe place. I was getting panic attacks quite regularly, almost daily. I was in the emergency room twice because I had really bad stomach aches from the stress. And so, it really prompted me to start to think about, “Do I want to stay in the profession? Should I go back to the firm that I was at? Should I do something completely different?” And, obviously, I decided the latter.

Pete Mockaitis
Certainly. Wow, those are some strong signals there. So, we’re going to talk about that. I also want to hear you’ve got a great turn of a phrase acronym. You have a list of TNTs or tiny noticeable things. Can you share what are some of those? How do we think about them? And how do we manage them? Because panic attacks, I mean, wow, that’s powerful and thank you for sharing. And I think that, to the extent that there could be some early warnings that would be great, and it sounds like you’ve cataloged a few of those. What are they?

Paula Davis
So, I had three kind of early warnings that something was amiss, that was off, compared to how I had been processing and just dealing with stress being in a stressful profession for the years prior to this happening. So, I was, first and foremost, chronically, physically, and emotionally exhausted. So, sometimes people will ask me, “What do you mean by chronic?” and there is no hardcore definition. It’s not like three months, or two months, or four weeks, or eight months, or what have you. It’s just that for more often than not, over a period of time, feeling that nothing that I did really was able to replenish my energy.

So, on the weekends when I wasn’t working, typically I would play coed softball, or hang out with my friends, or just spend time doing activities that I enjoy, playing sports and things like that, and those were always very meaningful and connective and energy-giving pursuits for me, and they stopped being so after a point in time during this process. And it kind of boiled down to at some point I just wanted the couch and some bad reality television, and I wanted everybody to leave me alone. There was this sense of like, “Just get out of my space. I’m trying to rejuvenate. Leave me alone,” kind of a mentality, and that’s not my normal personality.

And so, that was something that was really eye-opening for me, and even more so was the second big warning sign that I missed is that I was chronically cynical. So, everyone just started to annoy me and bug me, and that was my friends, my family, my colleagues, my clients, which is horrible. Here I am, charged to help people, deal with their sophisticated legal challenges, and outwardly I was always very professional but inwardly I’m doing a lot of eye-rolling and thinking to myself, like, “Do we really have to have this conversation? Can you handle this on your own?” and, clearly, the answer was no.

And then that led to a sense of lost impact. It’s just, “Am I really doing what I want to do in my career? Like, why bother? Who cares?” was starting to come up in my phrasing a lot and in my thought process. And so, it’s really when we talk about burnout and use that word, that’s what we’re talking about. We’re talking about the combination and the constellation of those three things: chronic exhaustion, chronic cynicism, and the sense of lost impact.

And so, that’s really where I think we need to sort of punctuate that, these days, I think we’re using the word burnout really loosely as a synonym for just feeling frustrated, or overwhelmed, or stressed out. That’s not necessarily a suitable synonym for those things. It’s really that constellation of three things is what we mean when we’re talking about burnout.

Pete Mockaitis
Well, that’s a helpful distinction. Thank you. I was going to ask that next. So, well maybe let’s zoom out a bit and share that’s one key discovery that may surprise people or they find counterintuitive. Any other big surprises or fascinating discoveries you’ve made along the way as you’ve researched and worked in this area?

Paula Davis
Yeah, there’s a couple. So, first and foremost, when I was sort of coming out of my burnout experience and recovering and going to get my Masters in Applied Positive Psychology and kind of moving on with my career, so I started to think back about the experience that I had burning out. I really thought about it very much in terms of an individual-type thing, an experience, “What did I do wrong? What did I miss? What could I have done better?”

And I realized, as I continued to study, to research, as I continued to coach people and talk to people and interview people about their burnout experiences, that we were really missing a big piece of the puzzle in that we really have to start thinking about burnout less in terms of it being an individual issue or problem. We still have to have those conversations. But the bigger piece of the puzzle and the picture is really kind of drawing in the rest of the system.

So, burnout is very much a systemic issue that requires holistic strategy. So, we need to look at the leader level, we need to look at the team level, we need to look still at the individual contributor level, to examine how all of these pieces need to start to kind of fit together or the conversations that need to be had so that we can actually do something about burnout. So, that’s part of the big thesis of my book. So, that was a big moment.

The other aha that I had, and I knew this intuitively but I wasn’t finding anything empirically kind of talking about this, until I stumbled across a study from a couple of years ago actually showing that high levels of engagement can also travel with high levels of burnout. So, there’s a lot of burnout research positioning engagement as the opposite of burnout for a whole host of reasons. And it just didn’t make sense to me, and I knew a lot of people who felt the sense of burnout but were still really kind of wanting to do good work, and they weren’t unplugged like I was.

And so, the study really drove that home and found that, of the group of people that they were looking at, about 20% or so of people, met this highly engaged, highly-burned out classification where people still felt that they wanted to do good work, in some instances, would say they like their work, but they were in very high-demand jobs and not getting enough resources to really help them manage and deal with all of the stress they were experiencing from their demands. And, really importantly, they found that this group, this 20% group, actually experienced the highest turnover intentions, so even more so than the people like me who were flat out burned out saying, “I’m gone. I’m done.”

And so, that’s something that I really like to punctuate for leaders. Don’t assume that somebody classifies as engaged that they aren’t also or could potentially turn out to be burned out. And so, I see that now play out in a few ways with the work that I’ve done. So, a team that I worked with in a healthcare organization had about a 28% or so rate of burnout within their team, yet they were in the top tier for engagement scores within the organization. So, that was one instance.

I’ve had a couple of coaching clients who have identified exactly this way, who printed out some of my material and took it in to their boss, and said, “Look, I don’t have any of these resources that we know are important to preventing burnout. I need some help here because I still want to do good work but I’m like worn out because I’m not getting enough of this.” So, I’m seeing that theme come up more.

Pete Mockaitis
That’s a powerful tip right there in terms of, “Hey, I’m not just a whiner. These are psychologically validated things that people need. Here’s a list from a third party with a reputable authoritative source and I need some of that.” And I think most leaders who give a hoot will say, “Hey, fair enough. You’re right. Let’s see what we can do here.”

And, also, that point about engagement, that really resonates because sometimes I think, you know, I don’t want to misuse the word burnout as we’ve precisely defined it, but when I felt some burnout-esque feelings, that’s part of it. It’s just like, “I care so much that it’s exhausting.” And sometimes I think, “Man, if I just didn’t care then this wouldn’t be a big deal to me. I wouldn’t feel so stressed or overwhelmed by this because I’d be like, ‘Well, hey, whether that outcome goes in direction A or B, whatever, right?’ But, no, I care very much. I want it to go absolutely in direction A and I don’t see it going that way, and that’s frustrating. Ahh!”

Paula Davis
Yes. And I think that Adam Grant has a phenomenal…he’s got a phenomenal lot of stuff, but he mentions this term in an article that I believe he co-wrote, I think, with a classmate of mine actually at UPenn, and they call it generosity burnout. So, this notion of caring so much that we prioritize everybody else’s needs above our own, and that causes us to wear out and burn out essentially.

So, he talks about how we have to figure out how we can still exercise our giver tendencies which are really important especially if you orient that way, but also taking into account, “What do you have to do to deal with and manage your stress in a way that kind of puts those boundaries in place so that you’re not just purely giving a 100% of your time?”

And I think he cites a study or talks about a study where they actually looked at a group of teachers, or teachers, and found that teaches, who were these pure givers, who you would think are constantly devoting their time to helping their students with any issue that came up, actually their students had lower test scores compared to teachers who were also givers but implementing more of a boundaried approach to how they gave to other people. So, I thought that that was fascinating. So, we have to figure out how to give with limits, care with limits.

Pete Mockaitis
I hear you. And you’ve got a nifty model when it comes to thinking about burnout and teams and being successful – the PRIMED model. Can you give us a bit of the overview there and some top tips that make a big impact?

Paula Davis
Yeah. So, when I was kind of taking a step back and thinking about how I wanted to position this topic and understanding that if framing burnout as purely an individual issue with individual strategies isn’t enough to really move the needle. And the research suggests, and a lot of my own interviews and things suggest, that there’s such a strong organizational culture element associated with burnout.

I also can’t go into organizations and be realistic and say, “Hey, let’s just change your culture and everything will be fine.” That’s not realistic for a whole host of reasons. And so, I was thinking to myself, “Where within the system is going to be the best entry point? Where can we really start to think about moving the needle in the right direction?”

And so, for me, that answer became teams, just simply because so many people, not all people, of course, but so many people work in teams. There’s a lot of research about what creates a resilient and high-performing and thriving teams, and so I started to dig into all of that and realized that there were similar themes that kept coming up in the research, and that became the model that I started to use and started to work by.

And so, very importantly, one of the pieces in the PRIMED model is psychological safety, so building trust within the team, and prioritizing relationships is the R, and talking about the impact and the meaning that teams have within their organization, and just having those conversations is important. Energy, mental strength, so a lot of times we don’t think about how our own thinking or the collective thinking of the team can really be exhausting if we’re thinking in a counterproductive way, and how it can undercut our efforts to create the cohesion and the trust and the high performance that we want within our teams.

And then design is the last piece. So, really, understanding and recognizing if we realize there are tweaks that we need to make. How do we go about doing that? How do we kind of design the environment that we want to be in for ourselves? So, that’s the model in a big overview.

Pete Mockaitis
Okay, sure. So, we got the psychological safety and needs, the relationship, the impact, the mental strength, the mindset, the energy, and the design, forming the word PRIMED. And so, then in terms of quick wins, what are some of the top things that we can do to get a nice boost on some of these dimensions?

Paula Davis
Sure. So, I call them tiny noticeable things, as we talked about, so a little acronym, suggesting that it’s not necessarily these big shifts. Sometimes I think when we start to have this conversation, we think that we have to make these wild shifts in our behavior or we got to do these big things to kind of change what we’re doing. And, in essence, it’s really smaller things done more consistently over time that really matter.

And so, it’s simple things like attentiveness, like when someone joins a Zoom call, say, “Hey, Joe, it’s really nice to see you. How is it going?” It’s seeking out other people and making sure you’re hearing from opinions from everybody. It’s limiting side conversations, cliques and gossips, which is a huge aspect of psychological safety. It’s a leader saying, “I don’t know. I haven’t seen this before. What do you all think?” It’s sharing and capitalizing on good news and wins, really, really small ones especially, not just the big moments that we oftentimes think about.

And it could be as simple as being more transparent. So, as a leader, cluing people in more on what they need to know; asking them to participate in decisions that impact their work; being more clear, which could be adding a sentence or two in an email; giving more of a rationale or an explanation around a task instead of, having come from the legal profession, I heard this so many times, “Well, too bad, this is what I had to do on my way to partner, so you’re going to have to work on Thanksgiving as well. And who cares?”

But explaining why that’s important and framing it in a little bit of a different way leads to more of a perception of flexibility and autonomy. So, it’s these little kinds of tweaks and hacks that leaders and individual contributor in teams can start to prioritize essentially.

Pete Mockaitis
And what are some of those hacks when it comes to mental strength and mindset?

Paula Davis
So, one of my favorite skills is, and this is probably a little bit more in the what I would classify in the individual side of the house in terms of the skill, but it comes up all the time in my work across the board with professionals. So, it’s limiting catastrophizing or worst-case scenario thinking, so it’s our tendency when something stressful has happened and it can be a really small stressor.

It could be as simple as like getting an email from your boss that says, “Call me back,” or, “Come see me now,” and it doesn’t have any other details, and your brain is going to jump to some conclusion, and it’s never, “I did a great job.” It’s almost always, “I did something wrong and I’m going to get fired.” That’s where we go.

And so, it’s a process just to help you think through, gaining some perspective and clarity when you’re in those moments. And so, I call it your horror movie, Disney movie, documentary. So, horror movie is just getting out of your head all of those likely unrealistic thoughts and story that you’re telling yourself. The Disney movie is kind of creating the opposite version even if it’s unrealistic because you’re just looking for a smile or jolts of positive emotion.

And then the documentary is just being very factual, being very fact-based, “Okay, I’ve got a little bit more perspective. What am I really dealing with here? And what do I actually have to do about it? Do I have to email my boss back? Do I have to go look at the file? Like, what is it that I have to do so I’m not just sitting here not purposely acting in some way?” So, that’s one of my favorites.

Pete Mockaitis
Well, that is handy. So, we got those three perspectives: the horror, the Disney, and the documentary. And I think that’s also a good team tip in terms of, “Hey, maybe don’t send emails like that to your teammates.”

Paula Davis
I tell leaders all the time, “Add one more sentence.”

Pete Mockaitis
Absolutely, that’s handy. Yeah, because one sentence will probably do it. And, occasionally, even if it is negative, like you do want to have a hard conversation where you deliver some difficult feedback, you could just even give a little bit more context is handy, it’s like, “Hey, I’d like to catch up on this piece of work,” or whatever. It’s like, “Okay, so that’s what we’re talking about,” it’s not, “I’m going to be fired because we’re going to talk about this piece of work. And maybe I’ve got a hunch that, oops, I think I wasn’t my best there, so there might be a couple things that are hard to hear,” but it’s less room to catastrophize when you’ve got that extra context.

Paula Davis
Yes. And we also have to realize, and I put in there, too, is being aware and mindful of our triggers. What in our environment triggers counterproductive thinking in the first place? So, for me, it’s vague and ambiguous information. I absolutely hate those emails and those types of situations where I don’t know all of the information or details because my brain is just, especially as a former lawyer, we’re trained to issue spot, we’re trained to analyze a situation from every single angle, and so it can be very a very easy thinking style to do.

And another trigger that can promote counterproductive thinking is anytime it’s the first time that we’re doing something. And so, thinking about a colleague who might be new to your team or new to the organization. Even if they’re a seasoned professional, they’re oftentimes kind of trying to orient, and most of the conversations they’re having with people are people who they don’t know and so it’s their first time leading a meeting, or turning in a project, or getting feedback or things like that.

And so, when we can kind of build collectively that awareness of what might be causing or what could cause counterproductive thinking in our team members, I think that can help us, again, leverage some of that clarity, just leverage some kindness and say, “Hey, let’s go have a chat. I remember when I started. Here are some perspectives from my end so we can, I think, just think about situations a little bit differently.”

Pete Mockaitis
Well, you mentioned, hey, lawyer training, issue spotting, and it’s interesting, I was going through a process recently. So, we’re planning a move and that’s a whole lot. And so, I was thinking, I was like, “Okay, what are all the things that could go horribly wrong and how can I mitigate that?” And that was pretty productive in a sense of, “Okay. Well, I should get some help in these key areas,” and then like the probability of things going horribly wrong is way lower. So, that was productive but, at the same time, spending too much time in that thought zone was getting me a little freaked out.

So, do you have any pro tips on that that could be necessary to do the issue spotting, the anticipating? I don’t want to use the word worrying, but planning for the worst and prepping. So, if we’re in that zone, and maybe rightfully so, how do we return to a happy place?

Paula Davis
So, what you’re talking about, so that’s a really important distinction for us to make. And what you’re talking about a little bit there is contingency planning. So, contingency planning is good. It’s not a bad thing to think about worst-case scenarios. Oftentimes, it’s necessary. If I am in an airplane and it’s foggy outside, I want my pilot thinking about what could go wrong and, “Should we take off?” So, contingency planning is purposeful action. We’re purposely doing something to get closer to an outcome, a goal, a relationship, what have you.

Catastrophizing is a little bit different. It is really spinning our wheels. We stop taking purposeful action. It pulls us farther away from some of the goals and things that we want. And so, that’s why it’s more of a counterproductive piece. That’s how you can distinguish between whether you’re just contingency planning, which is purposeful and moving forward, “I’m not stuck. My wheels aren’t spinning,” versus the other side of the coin, which is the catastrophizing piece.

I remember, to give you an example, I catastrophize a bunch. And so, I can remember when I was a lawyer, I think I was a second-year associate, and I had just finished this huge project for a very important partner, and I hadn’t heard anything back from him in a couple of weeks. And he came down from the different floor he was on, and he walked right by my office with the file under his arm into the office next door to mine, which is my mentor’s who was a good friend of his, and shut the door.

So, right away, vague and ambiguous information, and, “Oh, no, there he goes. He didn’t even think to stop and talk to me. It’s that bad.” And so, when I say not taking purposeful action, I really kind of froze a little bit and I wasn’t thinking clearly about the actual document I was working on. I was now focused on trying to hear what was going on in the office next to mine. And another partner came into my office and gave me a new assignment that was actually fairly complex. And I realized that when he left my office, I had taken like a sentence of notes because my brain was so consumed with what was happening in the office next to mine, I wasn’t present in even a remote way.

And so, that’s what I mean when I say stops taking purposeful action. I really wasn’t present or thoughtful or thinking through any sort of issue or project that I should’ve done.

Pete Mockaitis
Well, yeah. And that’s a great example which shows sort of the negative consequences and implications of going down that rabbit hole. And so, let’s sort of play it back in time. If you’ve got that other partner entering the office, and your brain is elsewhere, how do you quickly get your brain where you need it to be?

Paula Davis
Well, and that’s part of the reason why this thinking style is so powerful, and it’s powerfully counterproductive because it’s hard to do. And so, practicing those steps of horror movie, Disney movie, documentary become important because you want to be able to sort of recall those quickly so that, even if it’s just, tell the partner, “Give me a minute here,” and you can jot down some notes about what you’re thinking. It might give you a little bit more perspective or clarity in the moment but it can be really hard to do on the spot if you haven’t had some practice with how that thinking style goes.

Pete Mockaitis
That makes great sense. So, we go back to the movie approach, which is great. Any other techniques or tactics right in the heat of things?

Paula Davis
So, one of my colleagues, I love the little phrase or mantra that she came up with for this. She says, “Stay in the now and stick to the facts.” So, it can be a very centering thing to say to yourself because what we oftentimes do when we’re catastrophizing is we go to a future story. We’re generating a what-if scenario. We’re saying, “If this something happens down the road, here’s what’s going to be the result.” So, we’re in a future-oriented space, and we’re oftentimes there without a lot of evidence to support it.

So, I might’ve been thinking to myself, “He’s never going to give me any more work. No other partner is going to give any work. I’m not going to make my hours. I’m going to get fired. I’m going to have to move back in with my parents.” All that has happened is a person has entered the next room over. And if I’ve got myself, a joke, living in a van down by the river or having to move back home with my parents because of it, that’s highly unlikely and unrealistic to happen, and there’s not really much evidence or data I have to support thinking that way, though we convince ourselves that it’s very real and it feels very real because it’s a powerful thinking style.

And so, just kind of snapping yourself out of that by saying, “Stay in the now and stick to the facts” reminds you that if you don’t have any facts to support it, if you can dial it back or let it go a little bit.

Pete Mockaitis
Lovely. And if we don’t have that positive team support, we mentioned one thing is just ask for it, “Hey, here are some things that people need, and I need some of those,” and we’ve got some of the mental strength and mindset pieces. Any other pro tips for if you find yourself in an unsupportive world? How do you stay strong?

Paula Davis
So, this tends to come up too. Sometimes I’ll get the question, “What if I don’t have a team?” So, you can look at it in a couple of ways, like, “I don’t have a supportive team,” or, “I don’t even have a team.” Like, maybe, “I own a business on my own,” or, “I’m a creative and I spend most of my days writing or painting, and I don’t have a team to kind of lean on or rely on.”

One equation that I give people, if you could think about a formula, or if you could think about what causes burnout is you have too many demands and too few resources. So, you have too many things that take consistent effort and energy about your work and too few things that are motivational and energy-giving about your work. Whether you’re in a midst of a big team or you’re on your own, the formula applies.

So, taking a step back and thinking to yourself really consciously, “What are the things that take consistent effort and energy about my work? Is there anything I can modify? Is there anything I can delegate? Or is there anything I can change or offload and start to examine some of those pieces?” Sometimes the answer is no but sometimes, especially in a coaching relationship, things maybe you hadn’t seen can be identified.

But, really, importantly is leveraging or identifying, “What are the resources? What are the motivational energy-giving aspects of my work? What am I not leaning on? Am I not bring my strengths to the table enough? Are there partnerships that I have formed that I’m not leveraging perhaps?” Things like that to help people start to recognize, “Gosh, maybe I really do need a better support system. What can I start to do to put that in place?” becomes really the right conversation for folks to start to have.

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

Paula Davis
One of the questions I’m most frequently asked and one of the things that I think is really important, and one of the things that I wished I would’ve done sooner, is that I think it’s important to start talking about stress, generally, within our teams, not shying away from the topic so it doesn’t feel like a weird thing for us to be talking about. But if you are feeling like more exhausted or frustrated or trending toward burnout or actually there, is to say something.

And whether that’s to a leader, whether that’s to a colleague who you trust, a friend that you have at work, a friend outside of work, really being specific about what you’re feeling and then what is it that you need going forward. Is it just a day off? Is it an extended period of time off? Do you need to switch teams for a period of time, if that’s even possible? Being intentional and thoughtful about what it is that you want and need from the situation is also important.

So, I would say that. Very consistently I hear from people who I’ve interviewed and talked to, either, “I’m so glad somebody said something to me,” or, “I wished somebody had said something to me. If I’m operating in a world of cynicism, I think I’m hiding it pretty well, but those eyerolls start to get noticed by other people. And if you’re noticing it, pull me aside and say something so that I can realize that the behavior is going in a not-so-great direction.”

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

Paula Davis
“Life hinges on a couple of seconds you never see coming,” and it’s a quote by Marisha Pessl.

And I think you can sort of think about moments in your life, and it can be like downside moments, things you didn’t see coming, times you’ve fallen in love. So, translate that into a positive moment or a positive situation when you meet somebody whom you fall in love with, and you didn’t see it coming. I just thought it was really interesting and it made me think.

Pete Mockaitis
And a favorite book?

Paula Davis
Anything by Brene Brown.

Pete Mockaitis
And a favorite tool?

Paula Davis
Anything having to do with cooking. I’m a huge baker and I love cooking, so any tools that help me do those things better in the kitchen.

Pete Mockaitis
Is there a particular one that is just the coolest?

Paula Davis
A really good knife. I feel that there are so many gadgets on the market that really don’t do much that a really great knife can get you a long way when it comes to cooking.

Pete Mockaitis
And a favorite habit?

Paula Davis
Exercising. I run almost every morning.

Pete Mockaitis
And is there a particular nugget you share that really connects, resonates with folks; they quote it back to you a lot?

Paula Davis
I would say probably the small TNT-type strategies and that acronym. I tend to hear that a lot from folks.

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

Paula Davis
I would point them to BeatBurnoutNow.com, which will take you to my website where you can learn more about my book and everything that I’m doing in my institute.

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

Paula Davis
Do what you love. Even if you can’t know, manifest, or create the big job, dream job that you want, really pay attention to the small moments of meaning, and the small moments of things that you do during the day that you feel like you’re in the zone and really light you up. And start to just sprinkle those in a little bit more intentionally during your day and your week.

Pete Mockaitis
All right. Paula, this has been a treat. Thank you. I wish you all the best.

Paula Davis
Thank you so much, Pete.

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

Jacinta Jimenez
Hi, thank you for having me. I’m delighted to be here.

Pete Mockaitis
Oh, I am, too. And the first question I had to ask, and apologies if you’re getting a lot of this, but have you met Prince Harry with your work?

Jacinta Jimenez
Yeah, I just can’t get into too many details but I am on the executive team and we are delighted to have him. He has shown up to our all hands recently for the company meeting that we had when we announced it. So, that was a delight to see him virtually.

Pete Mockaitis
Cool. Lovely. Well, tell us, so we’re talking about burnout here today. What is the state of burnout these days amongst professionals? Like, do we know what proportion of us are feeling burnt out? Is it getting better or worse? What’s the scoop?

Jacinta Jimenez
Yeah, it is. So, burnout prior, it was already a problem prior to COVID-19, it was already becoming an epidemic in itself so much so that, in 2019, the World Health Organization recognized burnout as an occupational phenomenon and conceptualized it as a syndrome that’s resulted from chronic workplace stress that hasn’t been successfully managed.

And, again, these are stats prior to COVID but, in 2015, Stanford researchers estimated that job burnout, costs the US economy about $190 billion due to absenteeism, turnover, diminished productivity, medical, legal and insurance costs.

And then now, throw in COVID-19 in the mix, and we have changed our lives substantially, our psychological resources are being taxed over long periods of time, and that’s taking a very large toll on people’s mental wellbeing and also is setting up conditions right for burnout. So, I think folks are feeling it even more, and the stats are showing that burnout is on the rise.

So, it’s a growing phenomenon that, hopefully, folks are…I think the silver lining could be that folks are actually paying attention to it and wanting to address it and wanting to find solutions for it.

Pete Mockaitis
And do you have a sense for in the United States, what percentage of people, in general, or professionals in particular, have burnout? And is there a specific precise, like scientific definition of burnout we use when we make such claims?

Jacinta Jimenez
Yes. Yeah, thank you for asking the second part, but both parts of the question, but the second part especially. I feel like the word burnout has been thrown around so much lately, it’s been sensationalized, so I’d love to get into the specific definition, but, yeah, there’s a lot of good stats. So, Deloitte’s workplace survey has found that 77% of respondents have experienced burnout in their current job at one point or another, which is a pretty incredible number when you think about it.

Pete Mockaitis
And your current job is, statistically, likely less than five years old. It’s like how quickly we turn over, maybe two, three, four years. And maybe it happened the whole time or right now or maybe just half a year or a year ago. Okay, so that puts it into perspective. Thank you. And then how do we define burnout?

Jacinta Jimenez
Yes, thank you for asking that question. So, a lot of people think burnout is just a consequence of overwork, like, “I overworked myself to the point of exhaustion so I burned out.” And exhaustion and overwork are part of burnout but it’s not the whole picture. It’s a very complex issue so there’s actually three core components at research, especially research led by Christina Maslach, who is one of the pioneering researchers in this field, that make up burnout.

So, the first one is exhaustion. So, that’s the obvious one. That’s when you feel like you go on a vacation and you don’t feel replenished after the vacation. You take time off work; you don’t feel better. You’ll hear people say, like, “I feel used up by the end of the workday. I feel tired when I have to get up in the morning and face another day on the job. I feel emotionally drained by my work.” So, it’s that really deep, deep level of exhaustion.

But then the other components are cynicism and inefficacy. And so, cynicism is a really interesting one because a lot of times people who are most engaged in their work are the ones who are actually more prone to burnout because we’re passionate or care about it, want to give our all to it, and that can be kind of a slippery slope. And, ironically, a lot of times, these folks end up cynical even though they were the most engaged.

And so, cynicism shows up by becoming less interested in their work, wanting to be “Just leave me alone. Don’t bother me. I just want to get my work done. I’m not enthusiastic about my work.” So, it’s really questioning their company’s mission, the technical term can also be called de-personalization, where you just don’t feel connected to what you do anymore.

And then the final one is inefficacy. And this is another heartbreaking piece because these are people who are competent and able to do their job but they’ve gotten to this point with burnout where they don’t feel confident at getting things done, they don’t feel like they’re making an effective contribution, they feel like they’re kind of drowning or they can’t catch up, and they can’t effectively solve problems.

And so, when these three components come together, think of like a Venn diagram almost, where these pieces come together, that’s when burnout happens. But the interesting thing, is people have different burnout profiles. So, one person may be really feeling the inefficacy but not so much the exhaustion and maybe a moderate level of cynicism, or someone else could be heavy cynicism and not much exhaustion. So, it’s important to know if you’ve had burnout in the past, how it shows up for you so you can kind of monitor yourself on those three.

Pete Mockaitis
Okay. So, we don’t necessarily have to be experiencing all three of these to be classified as burnt out? Is that accurate?

Jacinta Jimenez
You need all three but they can be in different dosages.

Pete Mockaitis
Oh, I hear you. So, I got a whole lot of exhaustion, just a little bit of cynicism and inefficacy.

Jacinta Jimenez
Yeah, there you go.

Pete Mockaitis
Okay, I’m with you. I don’t know why I laugh. I think I’m laughing just in like smiling recognition, like, “Oh, yes, I had that before,” as opposed to, “That’s hilarious,” because it’s not hilarious. It’s very troubling.

Jacinta Jimenez
It’s very troubling.

Pete Mockaitis
And so widespread. Okay. So, there we have it. We framed it up. So, that’s the definition, that’s how widespread it is. Well, so you got a book here, The Burnout Fix. Do enlighten us, what is the burnout fix or maybe any surprising discoveries you’ve made about burnout?

Jacinta Jimenez
Yeah, I think the interesting thing about burnout or a misnomer that kind of surprises people about people is that a lot of people think burnout is just an individual problem, like, “I’m not strong enough to deal with crazy life. And if I was just more gritty, I could’ve not burned out.” But burnout isn’t just an individual problem in any way. Individuals exist in systems and environments, so we cannot look at the individual’s burnout without looking up the environment that they exist in.

So, it’s co-created by our work, too, and there’s actually…it’s really interesting, there are six specific mismatches between the nature of a person and the nature of their work that leads to burnout. And if you can figure out which of those six mismatches align with kind of what’s going on for you, you’re going to be a lot better off addressing it. So, I think it’s really important for people to understand that it’s not just you, it’s not because you’re weak or poor coping strategies. A lot of it has to do with your job environment as well.

Pete Mockaitis
Okay. Well, lay it on us, so what are the six ways we can be mismatched?

Jacinta Jimenez
Yeah. So, the first one is fairness. So, if you have been working really hard at your job, and there’s not clear job promotion kind of processes outlined, and someone else gets a promotion, this is just one example, that could feel very unfair. That can take a toll.

Christina Maslach, again who I mentioned earlier, she describes burnout as an erosion of dignity, spirit, and will; an erosion of the human soul, which is so heavy. But if you’ve ever experienced burnout, I have, it’s a really good description of it. It takes away the pieces that made you feel meaning and purpose at work. And so, when you have a lack of fairness, that’s going to erode on the human soul.

A second one is workload. So, if you have a huge workload and you don’t have the resources, time resources, executive sponsor resources, or just general resources to do it, that’s going to erode on your soul as well. The third one is communities. So, we are human beings, first and foremost, we are wired to connect. That’s how we’ve survived for centuries is existing in tribes. We could not have survived without one another. And when we feel a breakdown in community at work, we feel lonely, we don’t feel like we belong, that can also erode on someone’s soul.

And then the other one is values. So, if your boss is telling you to do something that feels out of alignment with what you stand for, or you joined the company’s mission because it aligns with your values but the company is doing something that does not feel legitimate or good to you, that’s going to take a toll.

And then reward. We like reward, we want progress. I always say, those shiny stars we got as kids, they just feel good when we did something well, that doesn’t go away. We want to feel rewarded for our efforts. And so, if we’re not being rewarded fairly or being acknowledged, and this can be intrinsic, social, economic reward. It’s not just economic, that can take a toll.

And then the sixth one is control. So, if we don’t have control over our environment, it’s a recipe for learned helplessness where you’re just like, “Why even try if I have no way to influence my environment? I’m just going to give up.” And that can lead to inefficacy. So, it’s not just from overworking. It’s more due to this mismatch between just our capacities as humans and the nature of our work.

Pete Mockaitis
Yeah, it sounds like the second one, resources, it may be is the only one that really seems to check that box specifically associated with overwork, it’s like, “I got more tasks that are being demanded of me than I have hours to do and also sleep,” for example.

Jacinta Jimenez
Exactly.

Pete Mockaitis
Okay. So, that makes sense in terms of checking yourself. And I find that really, really handy in terms of it is bigger than overwork, and that distinction can be transformational in and of itself just having that awareness because I guess I’m thinking that I have felt some burnout in times, and I’ve been sort of scratching my head, like, “Well, I mean, I’m not working that many hours. I’ve worked longer hours before.”

And then the conclusions you can leap to from there, it’s like, “Why? Am I getting weak? Am I out of shape? Am I sick? Am I old already?” Like, what’s real here, “I’m not as vital despite having fewer hours of work.” And it’s like, oh, well, we can zero in on one of these other five dimensions and see, “Well, aha. Well, here’s the thing. I don’t actually care at all about this thing that we’re doing. It’s like I wouldn’t call it evil per se but I don’t think it really matters and the world wouldn’t really be changed significantly whether we did this or did not do this, so I don’t really care.”

Jacinta Jimenez
Yeah. Whereas, maybe we’re working longer hours but we have so much meaning and values and reward and community that it doesn’t take a toll. So, it’s really powerful to know. I think it’s very empowering for folks to know, “Oh, I can look at this in a much more granular and nuanced way, and then figure out what I want to do about it based on that, versus just going I overwork to the point of exhaustion. Now I have to work less.” But sometimes work less and it doesn’t solve it if it’s a values mismatch or something else.

Pete Mockaitis
Well, then, can you tell me, so we’ve got a PULSE framework that we can check through as well.

Jacinta Jimenez
Yeah, the PULSE framework really is kind of my hope to help build out resilience so that they don’t have to get to the point where they’re looking at these six mismatches, where they can boost their resilience as much as possible. Yeah, so, on a side note, I like to think of resilience as kind of like a seesaw. So, on one side of the seesaw is adversity or tough things that happen to us, and on the other side is protective factors.

And that fulcrum, that thing in the middle where it rests on, that’s our genetic setpoint because, let’s face it, genetics does play a role but, good news, it doesn’t play like a massive role. We have a lot of influence, so that’s the good news. But we have to be very proactive in putting more and more proactive resilience tools and mindsets and strategies on that other side of the seesaw so that when adversity hits, the seesaw doesn’t flip us out of equilibrium.

So, the more and more we can build out our resilience, which is my PULSE framework for building out resilience, the more we can be protected in our ever-changing world of work where things are just going at such fast, rapid pace, that there’s going to be constant changes and new adversity, and it will allow us to navigate it more easily and successfully. So, that’s my hope in writing this, Pete, writing out the book and the PULSE framework.

Pete Mockaitis
Cool. So, then how do we make that happen?

Jacinta Jimenez
Yeah. So, the acronym is PULSE because if you think back to Christina Maslach’s erosion of the human soul, just like we have to take care of our heart and physical pulse, we also have a personal pulse. That’s our spirit, it’s our vitality, it’s our overall wellbeing. And so, it’s an integrated framework because you can’t just address burnout by doing one thing, as we talked about. You need an integrated approach.

So, it looks at your behavior, how you think, how you relate to others, how you take care of yourself, and how you manage your emotions, and so it’s a very holistic framework. So, the P is called pace for performance, and that’s about how to boost your personal and professional growth in a way that doesn’t drain you.

So, how do you actually stay in your stretch somewhere, you’re actually optimizing for productivity without going over the edge into the stress zone? So, knowing where is that really great point where you’re doing your best work but you’re not going over and stretching yourself so far that, over time, it’s going to take a toll.

The U is cognitive, it’s undo untidy thinking. It’s really about how to train your mind to be very aware of your thoughts to stave off unhelpful thinking patterns. And, again, this is all evidenced. I’m a science geek so this is all evidence-based about how to do it most efficiently. The L is really cool, I think. It’s about the not-so obvious ways we can replenish ourselves physically. So, it’s stands for leveraged leisure.

Leisure has changed alongside the nature of work. Leisure used to be long meals, like old-world culture, the Sabbath, people would take off. I mean, people do still practice it but there were lots of different cultures that used to really integrate leisure into practices. But, as we’ve evolved, leisure has become kind of like compensatory leisure where you go drink or you drive fast cars, you go clubbing to blow off steam, or spill over leisure where you go lay on the couch after work and you scroll through your Instagram feed or your social media feeds and just kind of zone out. That’s not true leisure and replenishment. So, the leveraged leisure is about really, “How do you optimize for actual replenishment?”

The S is social, so how to secure support, how to have a really robust community that allows for you to have cognitive flexibility, but also adaptability while also protecting yourself, so how to set boundaries., and those important things that actually are very good for building more relationships.

Pete Mockaitis
And what is cognitive flexibility?

Jacinta Jimenez
So, cognitive flexibility is kind of the art and science of being able to look at two seemingly disparate things and hold them in your mind at the same time. So, instead of thinking of things as black or white, sitting with the shades of grey, being able to flex your mind to look at things from different perspectives, which is a huge benefit in our new world of work as well to be able to flex our thinking as much as possible versus getting really rigid. It helps with creativity and innovation, empathy, connection with others.

And then the final one is the E, and that’s evaluate efforts. So, that’s about how to regain control of your time and priorities by really tuning into what aligns with your enduring principles, and what are your emotions telling you as data points, and really making sure you’re putting your effort into the right things so that you’re aligned with your values, so you don’t have that values mismatch. So, altogether, it makes PULSE.

Pete Mockaitis
Okay, great.
So, the PULSE framework gives us a set of five categories of actions to take that can make a world of impact. And so, I’d love to hear perhaps your favorite tactical to-do inside each of them. So, in terms of pacing for performance, we want to get a sense for what’s too much, what’s too little. And how do you recommend we excellently arrive at that understanding?

Jacinta Jimenez
Yeah, this is where I really tried to make this framework very practical and realistic and feasible.

So, let’s say I am feeling a breakdown in community, let’s go back to the six mismatches. I probably would go to secure support and pick belonging, and figure out, “Oh, read about the science of belonging,” and then I have steps on how to create more feelings of belonging in yourself and with others to build deeper connections.

If I was feeling overwhelmed by my tech use, I may go to leveraged leisure, and I have one on silence and the power of silence, and the power of solitude as well. There’s a really interesting study that I mentioned in the book where you ask people to sit alone with their thoughts or to shock themselves. A significant amount of individuals will choose to shock themselves over sitting alone with their thoughts.

And one outlier in the study actually shocked themselves 190 times, which is incredible but it speaks to how, in our fast-pace constantly hustling society, slowing down to stop and to still has become an afterthought or seen as lazy or non-adaptive. But the more we have space, and this doesn’t have to be massive amounts of alone time but to sit in really, you know, have more introspection, have more self-awareness, we can then ensure that we’re picking things in our life and channeling our energy and emotions and time, these really finite resources, especially our time, the ultimate finite resource, towards things that matter.

But if we’re not sitting down and reflecting on, “Hey, how do I build in a solitude practice once a week, small, micro moments of just solitude events to reflect on this? How do I know I’m even going in the right direction?”

Pete Mockaitis
Okay. So, the action step there is to, in fact, have silence built-in. And so, you said a short silence is still great, like a minute, and just put it in the calendar or lock it in after a particular activity in a day. Or how do you think about that?

Jacinta Jimenez
Yeah, exactly. So, a big thing when you’re building new habits is it’s always important to start really small. These don’t have to be big overhauls in behavior. That’s why, with behavior change, if we think about New Year, most New Year’s resolutions do not work out because they’re just too big. It’s too big of an ask. So, I’m a believer in doing these little micro moments throughout the day on a more consistent basis, and pairing them, we call it piggybacking for habit formation. You pair with a habit that you’ve already established.

So, let’s say I want to start one of introspection or just silence just for a moment, every time you can come home and put your keys in the entry way table, you could just pause for a second, maybe it’s for two minutes and just breathe or just think about your thoughts for the day. You can also tie it to brushing your teeth at night. So, tie it to something that’s already existing in your habit, in your routines, can go such a long way.

And then you can think of all of these things but, especially like leisure, dosing it so you can have little micro doses where you have, “Okay, I know my 30-second to one-minute doses,” and then you can do moderate doses, and then you can do even mega doses where you’re like, “Every three weekends, I go away on a vacation into nature because nature can relax me.”

So, it really can be you can get pretty strategic about it to integrate it into your lifestyle because that’s what matters. It’s the little tiny…I liken it to like a piggybank. You got to put little tiny deposits into your resilience piggybank so when adversity happens, you take it out and you don’t break the bank. And it’s just little things down on a consistent and persistent basis over time that are going to make the most impact. It does not have to be huge massive changes.

Pete Mockaitis
Well, so then, tell us, what a micro dose of leisure might look, sound, feel like in practice in terms of like what’s a one-minute thing that really helps?

Jacinta Jimenez
Yeah. So, I have one scheduled in after you and I talk. So, I know from, and this is mentioned in my book, our nervous system gets activated whether we are excited or angry or scared. It doesn’t matter. It just knows your heightened levels. So, I’m excited to be here. This isn’t a negative moment for me, but my nervous system is still getting activated. And that’s okay to have a nervous system activation or stress. Stress is not bad. The problem is stress without recovery. So, chronic stress without recovery.

So, whenever I have something that is going to get me excited, like I love this stuff, I love to geek out on it, so talking to you is exciting for me, but I know I’m activating my nervous system, I will set aside, so I have five minutes, just five minutes, to go outside. Like, I live here in San Francisco where it’s sunny out, and go outside right by the bay and watch some seagulls fly around, breathe, get my nervous system back calm, and then continue in on my day.

So, it’s not a massive thing but it’s allowing, it’s hacking my nervous system just enough so that I’m not in a chronic stress state. Chronic stress without recovery is where it can lead to really, really unhealthy ailments mentally and physically.

Pete Mockaitis
Well, thank you. And when it comes to the securing of support, you say there’s particular things that really bring on the belonging feelings. What are those things?

Jacinta Jimenez
A big one is compassion. So, people, I think, we hear a lot about empathy, and empathy is important but compassion is different from empathy because compassion is empathy but in action. So, it’s, “I feel for you, but also I want to do something for you.” And so, again, this doesn’t have to be a massive thing where you’re like driving across town to help a friend or something. It can be something as small as just acknowledging someone, or saying thank you to someone, or just checking in with someone. But those moments where you’re engaging in compassionate action creates this, what researchers call, positivity resonance. And it can give us a helper’s high actually, which is very, very good for us and for our relationships.

And so, when we help others, we actually feel more belonging in us so we’re setting up conditions where other people will want to help us. So, it’s this kind of self-reinforcing process but it’s about actively looking. It’s not random acts of kindness. It’s actively looking for maybe three compassionate actions you can take each week to help someone else, to be there for someone else. There’s also a really cool meditation, a loving kindness meditation, where they’ve done a lot of brain MRIs to look at feelings of loneliness before and after this meditation. And just practicing it up to, in total, one hour a week can have significant impacts on how we feel whether we feel connected, and, basically, gets us out of our self-focus so we start.

What it’s doing is you sit and think about people that you care about or in your life, and you say, “May you be happy. May you be healthy. May you be safe. May you live with ease,” and just focusing on other people, getting out of our self-focus can drive a deeper sense of belonging because we just go, “Oh, I’m not alone. We all have a shared common humanity here.” And that’s really powerful because the self-focus with our social media and the pull to just think about ourselves and curate our lives and how we present is a pretty strong pull and it’s not necessarily good for us.

Pete Mockaitis
Well, thank you. And when it comes to undoing untidy thinking, what is some of the most frequent and problematic thinking that pops up for professionals, and how do we go about undoing that untidiness?

Jacinta Jimenez
Yes, our mind can get quite untidy. I liken it to Marie Kondo for the mind. Got to know what’s in there and straighten it out. Well, I think a big one is with COVID has created tremendous amounts of uncertainty, and our minds are absolutely programmed to hate uncertainty because it is not evolutionarily viable for us to live in uncertain conditions. Like, we’re on the prairie as hunter and gatherers, and we’re like, “We don’t know what the weather patterns are or if something is going to eat us.” That’s going to set us up to be highly anxious, nervous system activation, lots of stress.

This is something, another study is that they’ve done with people is ask them, “Do you want to shock now or you may not get a shock but you may get a shock later today? Which one would you pick?” And people always pick, not always, I should say, but often, more than not, option one. They’d rather just get it over with. And so, that creates this kind of negativity bias in us where we’re looking, trying to make things certain and so our minds will paint stories for us to try to make things feel certain even though we don’t know the real story.

So, let’s say you’re in a hallway and you usually say hi to your manager, and then your manager weirdly walks past you, kind of with a not-so nice face, and you’re like, “Oh, no, I sent my manager that email yesterday. I shouldn’t have sent it to her.” We make this whole story to make sure we feel we know what’s going on. In reality, the manager could’ve just had to go to the bathroom before a meeting.

And so, we paint these pictures, these stories to create a false sense of certainty, and our mind doesn’t always get it wrong, but oftentimes we can do what we call thinking traps, where we mind-read it like, “Oh, I know what person is thinking.” Or we personalize everything, “Oh, they’re looking at me weird. I know it’s something about me,” and it may not be about you at all. Or mental filtering, like, you do a talk and you get great reviews, and then that one person didn’t give you a great review, like, “Is it awful talk?” you don’t even see the good stuff.

So, being able to be aware of how our brains are serving us sometimes, and also not serving us, can keep us from feeling a lot of stress. It’s pretty powerful.

Pete Mockaitis
Yeah. Okay. So, we get some awareness. And how do we get it and what do we do with it?

Jacinta Jimenez
Yes, so you get the awareness by asking yourself, I say, pick curiosity over concern. So, curiosity over concern is the mantra for undo untidy thinking. So, the more curious you can get, like, “Is that true? Do I have evidence for this thought? What’s another way I could be thinking about this?” can go such a long way at just checking out your thoughts versus just automatically going down the rabbit hole with your mind and going on a whole tangent, making up stories or explanations. And that can help so much to have some space between your thought and what you do.

One of my favorite quotes of all time is from Viktor Frankl’s Man’s Search for Meaning. It goes, “Between stimulus and response, there is a space. And in that space lies your freedom.” And I’m like, “That’s it. You have the space to go, ‘Oh, wait, let me check it out.’” And it’s not that hard. It just takes a little bit of a pause, this space.

Pete Mockaitis
Can you share any other key things professionals should know to reduce or address burnout?

Jacinta Jimenez
Yeah, I think the biggest thing is that hard work and leisure and rest and recovery and vitality are not at odds with one another. If anything, the two go hand in hand. I think there’s a lot of misnomers about, “Oh, I need to keep working harder. If I don’t work harder, I’m not worthy or valuable,” or, “More work actually equals more output,” which isn’t true. Or, success, “Part of being successful is you just have to be chronically stressed.” And I’m like, “No,” the research shows us, beyond a certain threshold, our efforts to work harder actually don’t serve us. We are less productive, we are less creative, we make more mistakes, we are less empathic.

And so, the more we can actually prioritize this and think of these things as part of work, leaning into these resilience capabilities, the more we show up. We do better work. We show up to our communities, our families, our customers, our teammates, more productive, vital, present, and innovative and empathic.

So, yeah, I love to communicate to folks that this isn’t something, like I don’t see it anymore for a new world of work as a nice-to-have. It’s a necessity. It’s really a necessity for doing great work and making an impact in whatever way you want.

Pete Mockaitis
All right. Thank you. Well, you shared a favorite quote, could you share with us a favorite study or experiment or piece of research?

Jacinta Jimenez
Yeah, I think one of my favorite pieces of research in writing this book is just the power of nature. I think we all kind of know nature is pretty special. But just to think about, like from a time-spent perspective, like human evolution, like we’ve spent 99.9% of our time as a species in nature so we’ve evolved to find restoration in nature.

So, this is part of my leveraged leisure section is nature and finding sanctuary in nature. And just even 20 minutes in nature, or listening to nature sounds even, or looking at nature scenes can reduce our cortisol levels, which is our stress hormones, substantially, and it’s powerful. It’s almost…it is like a form of medicine physiologically for us and then mentally as well. So, nature is a powerful, powerful thing to think about when thinking about how to buffer against chronic workplace stress.

Pete Mockaitis
And how about a favorite book?

Jacinta Jimenez
I think a favorite book is Viktor Frankl’s Man’s Search for Meaning, and just the power of meaning, and how important it is for us as humans, that we can’t be happy all the time. Emotions are inherently impermanent but we can always have meaning. And meaning can help us persevere and be more resilient in the face of adversity.

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

Jacinta Jimenez
I think it’s support. I am a biggest believer in being a good people picker is what I call it. So, aligning yourself with people that you care about, that also up-level you, that challenge you, that support you. So, I have this support group of professionals that I go to. We’re very close, six of us, and we counsel each other on matters tied to work or career moves or new things that we’re thinking about tied to our work. And it’s just allowed me to, again, have that cognitive flexibility to look at things from all sides of the spectrum. It is a super power to have. Multiple perspectives help you out along your journey. But it’s the right people.

In the past, you can pick not-so great people, and it does take a toll, those are energy vampires. Whether they mean to or not, they can just take a lot of energy from us and leave us less vital, and we want people to fill us not drain us.

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

Jacinta Jimenez
Yeah. The main one, this is kind of my mantra to hide to, that stress isn’t bad, and I say, “When you stress, you must rest.” So, if you have a stressful thing in your schedule, just counterbalance it with a rest, and so you can have what peak performance researchers call oscillations. So, stress and rest. It’s okay to have stress, we’re going to have it, but just make sure to rest. Micro rests. It does not have to be a big one.

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

Jacinta Jimenez
TheBurnoutFix.com.

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

Jacinta Jimenez
Yeah, I would challenge folks to really consider how building out your resilience and your wellbeing is kind of the fundamental piece, a baseline I would say, for doing being awesome at your job. I adamantly believe a new world of work necessitates new ways to approach work. So, the more you can lean into these things that allow you to feel more vibrant, and full, and have a full soul, the better you’re going to be at all the other efforts of working hard and all these productivity hats and working smart. So, I would say this is a non-negotiable and I challenge you to really consider it a core component to how you approach work and life.

Pete Mockaitis
Jacinta, thanks so much for sharing the goods and I wish you all the best and many burnout-free workdays.

Jacinta Jimenez
Thank you so much for having me and letting me geek out on this stuff with you.

Pete Mockaitis
Chris, welcome back to the How to be Awesome at Your Job podcast.

Chris Croft
Yeah, thanks for having me back. I, obviously, got away with it the last time. So, that’s great to know, Pete.

Pete Mockaitis
Oh, yes. Well, I’m excited to dig in again. And to kick it off, I want to hear about you are a saxophone lover. I’ve played the saxophone back in the day. What’s the story?

Chris Croft
Yeah, somebody said to me once, “The definition of a gentleman is someone who knows how to play the saxophone but doesn’t.” And I think that’s probably pretty good. I do, I like listening to it, to people like John Coltrane and Bruce Springsteen’s fantastic sax player who died recently, Clarence Clemons. So, I love listening to it but I do play it as well in rock and jazz bands. But I don’t claim to be very good.

But I find it very therapeutic. It makes me happy to play very loudly, just to blast away. I tell people I’m the Jimi Hendrix of the sax but, of course, I’m no way near as good as him. But playing any instrument, I think, is a source of happiness. It’s creative and you get to show off. So, yeah, what’s not to like?

Pete Mockaitis
Well, happiness that’s exactly what we’re talking about. Well done. Happiness at work, you know a thing or two about it. Can you maybe, first, give us the lay of the land? To what extent are professionals, in general, happy at work? Can you illustrate the state of affairs there?

Chris Croft
Yeah, most people are not very happy at work. When they’re asked the biggest source of unhappiness, it’s usually their boss or their job. And happiness at work is not really treated very seriously by most organizations. They think it’s a bit of luxury. They understand motivation which is sort of linked a bit to happiness. And, in fact, when Maslow was creating his hierarchy of needs, he was actually studying happiness, not motivation.

So, he found that happiness required things like security and social links and being valued and all those sorts of things. And that was sort of twisted into motivation, just how to get people to work harder. But there is a link between happiness and how people work. And I saw some research that said that unhappy people tend to be about 50% engaged with their jobs, whereas happy people are 80% engaged. So, they spend more time working and they work harder if they’re happy.

But it’s hard to untangle cause and effect because it could be if you loved your job, then you’re happier, and then you work harder. But it could be if you work harder, that makes you happier, and it’s hard to un-pick the whole thing. But, certainly, if there are things you can do to make your employees happier, you’ll get more out of them and you’ll make more profit. So, why don’t organizations think more about happiness at work?

Pete Mockaitis
Well, so happiness at work, I think we’d like some more of it just in and of itself and for the performance and productivity boost that it generates. Are there any sort of misconceptions associated with people think this makes them happy or unhappy at work but, really, that’s not the case?

Chris Croft
Well, the big one is money.

Pete Mockaitis
All right.

Chris Croft
The huge one is money, and there’s been a lot of research done into happiness related to money. And, certainly, below a certain point, money is related to happiness. If you’re so short of money that you’re worrying about where your next meal is going to come from or whatever, then clearly happiness is reduced by not enough money.

But when you get to a certain point, it really starts to level out and eventually you get to a point where more money doesn’t make you any happier. And it’s interesting because we put so much effort into earning more money. We do jobs that we don’t like because they’re better paid and we sort of sacrifice lots of time, personal life, even relationships and marriages and things get sacrificed in order to make more money. And all the research says more money isn’t going to make you happy.

And I know everyone’s listening to this thinking, “Yeah. Well, it would make me happy.” But, actually, if you look back over the jobs you’ve done in the past, if you’ve had a steadily increasing income as your career has gone on, then it’s hard to know whether it’s made you happier. But if you’ve had a career like mine where the money has gone up and down, you’ve done all kinds of different things, looking back, so times I’ve been happiest when I was earning very little money. And some of the jobs where I’ve earned quite a lot were really stressful and I wasn’t that happy.

And my theory about why this is true is I do think money makes you a little bit happier. If you earned twice as much, and you spent twice as much on your car and the wine you drink and things, I think you would be 10% happier. But the problem is that you pay a 20% price to earn that money, to earn more money. Why will somebody pay you more money? And there’s got to be something wrong with the job that they’re paying you to do. They have to pay you more in order to get you to do it, and it’s usually stress, or working longer hours, or a lot of travel.

And so, yes, the money makes you slightly happier, but the price you pay to earn that money outweighs the gain that you get.

But there’s good news because it means we don’t have to search after money at work. We can think about doing a job that we’re going to enjoy. You could start thinking about work that’s going to be satisfying and make a difference, and all of those things. And that’s good news, I think, in the end.

Pete Mockaitis
I’m curious, you mentioned that after a point, the incremental happiness for extra money levels off. I’ve seen some studies on that. Do you have a sense for what that point is, like, dollar terms?

Chris Croft
Yeah, I saw one and it said $60,000. And I remember being a bit disappointed because it hoped it would level off at like 20 or 30 because then I could say to pretty much everybody, “Don’t look for more money,” but, of course, a lot of people don’t earn 60,000 and, of course, it’s personal, so for some people it may level off at $40,000 or $50,000, and a lot of people are at that kind of point there.

And even at 30,000 or 40,000, it’s levelling off fast. So, if you can earn a whole load more, it won’t make much difference to your happiness. It’s completely leveled above 60, that’s the numbers I saw. But I think it varies depending on the country and your personality, and there’s a lot of factors going on in there.

Pete Mockaitis
And maybe your zip code and size of family and such.

Chris Croft
Yeah, but certainly it’s not millions. It’s not your second million doesn’t make you happier, although I’m sure that’s true. It levels off a lot sooner than that so don’t chase after the money. That’s not going to make you happy. But lots of things can, and that’s what I’ve got some tips for you in this podcast. I’ve got some practical things people really can do to get more happiness at work.

Pete Mockaitis
Well, lay it on us. What do you think are sort of really the big levers, the things that make all the difference?

Chris Croft
Yeah, so I’ve got a list of ten here and I’m planning we can zoom through them. They’re not really in any particular order and I think different ones will work for different people. My first one is a really quick one which is projects. And all the people who know me will laugh when I say projects because I am quite obsessed with Gantt charts and project management and things.

But it’s not project management that makes you happy but it’s having a project. It’s a feeling of moving towards a worthwhile objective.

And any project that you’re working towards gives you a nice feeling of progress and that your life isn’t being wasted. And we probably all had the feeling of driving home at the end of a day and thinking, “Where has that day gone? I’ve achieved nothing today.” But if you’re working on a project, you have that feeling of moving forward and you have that feeling of a worthwhile objective.

So, the first thing you can do at work is make sure you’re involved in a project, not just processes which is the same every day but a project, something that’s going to take a few months or a year where you’re working on something big. And I think it probably has an extra spinoff because you’re in a team, you’re working with people on a team, and that’s always good as well. That’s sort of a secondary benefit.

Pete Mockaitis
And so, it sounds like when you say projects, some will say, “Hey, I’ve got too many projects and it isn’t doing it for me.” It sounds like it’s something you can own and observe your efforts are creating improvement, advancement, like a house you can see or, maybe, I don’t know if sales numbers…

Chris Croft
It could be a website. It could be an exhibition that’s going to happen. Yeah, it could be a piece of software. It could be an app that you’re working on but something where you’re going to get closure in the end and you’re going to think, “I did that,” or, “I was involved in that, and there it is.” That’s the thing.

And, yeah, you don’t want to have too many projects. Stress is bad. But a lot of people are really stressed out by the processes. For example, I used to run factories for a living before I escaped. That’s quite a tough job to do. We were just churning out stuff and we were trying to churn out 1% more stuff every month. And it was just stressful and you just felt like you were running to stand still.

But every now and then there’d be a project and we would get a new machine installed or extend the factory or start making a new product. And that was great because we could get our teeth into something new. And then after possibly a few months, there it would be working, done. And it was the projects that I used to enjoy. And the projects were a little bit stressful because there was often a deadline but it felt good when you finished them.

Pete Mockaitis
Yeah, that’s a great distinction with the manufacturing world because it’s sort of like, in a way, at the end of each day, like, “Hey, there’s a warehouse full of stuff that I contributed to,” but it’s sort of like, “But that was happening before I got here and will happen after I got here and I see it every day, so it’s not distinctive in terms of that’s mine.”

Chris Croft
That’s right. Yeah, I really think ownership is important. And that’s actually part of my second one I’ve got here actually, but to have ownership of something, even ownership of part of a process would be fine, even if you were just sweeping the streets, let’s say. If it was your street and you always swept the same street and you could take pride in it, then that would increase your happiness.

So, I think ownership of anything is good but, you’re right, ownership of projects is the best thing to have because you don’t have that futile feeling of doing it over and over again, Groundhog Day.

But my second tip, with ownership as part of it, is to work hard. And I know this sounds like an old thing and people may think I’ve been put up to saying this by some sinister boss behind the scene somewhere. But, actually, if you work hard, you’ll be happier. And I know people whose job it is all day just to skive and do the minimum. They’ve set themselves the challenge of doing the minimum amount of work. And I can still remember I’ve got my daughter a work placement at a garden center when she was about 18, and at lunchtime she said, everyone at the garden center, when they had their half-hour for lunch, they went into the mirror room and they just sat there and either fell asleep, which is sort of stared at the wall and just did nothing for half an hour. And she said, “I was totally bored so I went out and volunteered where I could help on the till, and was there anything, some plants that needed repotting or something.”

And they all thought she was mad to volunteer to work. But she said, “What’s the point of just sitting there? It’s not going to make you happy in the end because you’re just not achieving anything. And deep down, part of you knows you’re wasting your life.” So, I actually think having decided to do a particular job for a particular wage, having decided to do that job, you might as well work as hard as you can and absolutely do the best you can.

And people have said to me, “Oh, it’s different for you, Chris, because you’re self-employed. You’re working for yourself.” But everybody is self-employed in a way, and you’ve decided to turn up to work today and sell your time for money, and you might as well do a job that you can be proud of. And I think that that, then, means you’ve got to find a job that you believe in because it’s much easier to work hard at something you do believe is making a difference.

Pete Mockaitis
And before we dig into that one, in terms of hard work, it sounds like part of it is that it’s, I don’t know, you do honest work in terms of like you’re really doing some stuff as opposed to just showing out or trying to dodge or staring at a wall. So, it sounds like it’s a matter of focus or kind of really plugging into it as opposed to sheer number of hours. Like, it’s hard work.

Chris Croft
Yeah. It’s not the hours at all, no. In fact, don’t work long hours because that’ll make you less happy. And, in fact, there’s been research that shows that every half hour that you commute takes 10% off your happiness. So, half an hour each way that is.

And if you take an hour to get to work, an hour to get home, that’s two half an hours, that’s 20% off your happiness your whole life. So, working longer hours is a really bad idea. But when you’re at work, you should absolutely do the best you can, best quality, but also put maximum effort in. And the time will go quicker, you’ll feel happier, the customers will be happier, and they’ll give you a better response back to you.

And a sort of little subset of that is to try to evolve the job, evolve it towards what you like. So, if there’s 10% of your job you really love and 10% that you just don’t like at all, say to your boss when you get your appraisal, or if you don’t have appraisals, just say anyway to your boss, “I’d like to do more of this. I’d like to spend more time directly with customers,” or, “I’d like to spend more time coding,” or whatever. And they’ll go, “Yeah. Well, that’s great. I was looking for somebody who wanted to do that.” And you can move your job towards the stuff you like and away from the stuff you don’t like.

And even if you only move a 10%, after three or four years, you’d kind of really transformed what your job is like, and you can actively influence what your job consists of. And most managers are delighted when their employees say, “I’d like to do more of this and less of this.” Sometimes there’s unpleasant work that has to be done by somebody, and they say, “Well, look, sorry, you’ve got to do that.” But quite often, there’s some other crazy person who wants to do the bit you don’t like. So, you say, “I don’t want to do the filing.” There’s somebody else who’d probably love to do filings, so win-win.

So, it’s to think about what your ideal job would be like and influence your boss, to just slowly edge it towards that, and then it’ll be easier to work with your heart and soul into whatever it is you’re doing.

Pete Mockaitis
All right. So, just as simple as asking. Just like that.

Chris Croft
I think so. If your boss isn’t interested in your happiness, then you can start to think about whether you want to do something else and vote with your feet, but it’s definitely worth a try. And I think most bosses are pretty amenable to being asked about that kind of thing. We’re not asking for everything to be totally different. We just want to do a bit more of that instead of a bit of this, and just evolve it towards in that direction.

Pete Mockaitis
All right.

Chris Croft
So, that’s my second of my, gosh, ten sounds like a lot, doesn’t it? Although some of these are shorter. Shall I go on to number three?

Pete Mockaitis
Sure.

Chris Croft
Creativity. So, we get happiness from creativity. And we were talking about the saxophone earlier, and one of the great things about music is it’s a challenge to be creative. And actually, funny enough, in the band I’m in, sometimes they give me a fixed line they want me to play, “Can you play this rift all the way through the chorus?” And I’m thinking, “Well, yes, I can play that but it’s boring. And even if it’s a really good rift and it’s better than anything I could think of, I still want to play my own. I like my own better and I want to vary it.”

And so, there’s something in us that makes us want to be creative. And I would say even if you’re not very good at something, do it anyway. Even if you’re not very good at playing an instrument, play it. Or if you write poetry, even if it’s not very good poetry, or art, just do some paintings.

But once you get into management, then creativity becomes really important. I think it’s probably the most important thing a manager can do actually is to be creative. Because if you’ve got a process you follow as a manager, then what’s the point of you because anybody could follow that process? You could just get anybody, any old person in, and they could just, you know, “If this problem happens, do that. If a customer is unhappy, give them a refund, or whatever.” So, the purpose of management is to think about how to improve things, and that’s creative.

So, you need to find a job that’s creative and find creative parts within your job, and do as much of that as you can because creativity is a big source of happiness. And we talked about projects earlier, and I think projects have a creative element always, don’t they, because they’re always to do with doing something new. So, creativity, that’s the next thing to think about.

Pete Mockaitis
Certainly, yeah. And I hear you that it’s not purely about sort of art and music. Creativity, I guess, the core of it is you are inventing or putting something into existence out of you.

Chris Croft
Yeah. And where does creativity come from? I mean, there’s a question.
And, by the way, never say, “Oh, I’m not creative. I can’t do it,” because everybody is. Everybody can be. So, you must never just give up and think, “I’m not a creative person. I’m just not,” because you can do it. And with practice and with nurturing and a good boss, because you don’t want a boss who just tramples on your ideas, “Oh, that will never work.”

Look at kids. Kids are always really creative, aren’t they? So, we’re all born with creativity, and you can see it in kids. Kids are always inventing stuff, aren’t they, and imagining, “This stick is actually an airplane,” and all that. So, we’ve all got creativity within us and you can rekindle it, and it’ll make you happier if you can use it.

Pete Mockaitis
All right. What’s next?

Chris Croft
What’s next is learning. And I like asking people, “How long could you do a job for if you weren’t learning anything new? If it was quite easy and it was quite well-paid and you were good at it, how long could you do that for?” And answers vary from a couple of weeks to a year or whatever. I worked, part of my apprenticeship when I was an engineer, I had to make washers on a lathe.

And you would make 10,000 in a day. And I had to work there for six weeks which is part of my apprenticeship, and it just drove me absolutely mad. I couldn’t stand it. Within a week, I had become quite good at making washers, and I’d made, I don’t know, 50,000 by then. And after two weeks, I was just climbing the walls. It was so boring. And I tried stacking them in pyramids and trying to calculate how many were in the pyramid, and how many seconds till I can have a cup of tea at 10:00 o’clock, just to keep your brain going.

And I think we all have a built-in need to keep learning because that’s going to be a survival quality, isn’t it? Suppose you were making podcasts, for example, but if you get bored with making podcasts, if that day ever came, then you’ve got to do something else. And it won’t be as obvious as the washers but there will be a point where you just think, “I’m just not feeling it anymore, you know. It’s just yet another guest, and I just go, ‘Oh, how interesting’ after each thing he says.” I know you’re not there, Pete, but you know what I mean.

And, funny enough, I’d been doing training courses for years and I wondered at what point would I get bored with training, teaching people project management or something. And I notice I never got bored because the groups are different every time, and, also, I learn stuff every time from the audience. And so, you have to keep learning. And if you get to a point where you’re not learning, then you’ve got to go off a level or go sideways, volunteer to do something different. Just find something else where you’re going to keep on learning.

And I think it’s easy to avoid the effort of learning, and, “Oh, I can’t be bothered to learn something new.” And I have found if you move somebody to a new job, they’d go, “Oh, I don’t want to do that. I’d have to learn new stuff.” But once they start learning it, they love it. And, of course, learning allows you to be creative as well because it just gives you more ideas you can use so there’s a link there, isn’t there, I’m sure between learning new skills and being creative.

So, learning is something that anyone can do. You can volunteer to go on training courses. Your company is bound to have training going on so just volunteer to go on the next course and learn something that you just don’t even think you’d need, like project management or assertiveness or anything, Excel, and just volunteer and go and learn something. And I’ll bet you, you’d feel good when you’re doing it. So, learning is number four on my list of easy ways to increase your happiness.

Pete Mockaitis
All right. Well, I’m convinced. And number five?

Chris Croft
Number five is to come out of your comfort zone. And this follows on a bit from learning. But to come out of your comfort zone and push yourself, volunteer for some things that are a bit scary. Maybe they want someone to give a talk at a conference, or maybe they want somebody to open a new office in Cincinnati or something. Just put your hand up and say, “I’ll do that.” And afterwards, you’re thinking, “Oh, why have I volunteered for that?” but just push yourself out of your comfort zone a little bit.

Now, ideally, you’d have a boss who would do that, who would encourage you to gradually move on up and not give you huge scary things but just things that are a little bit beyond what you normally do. So, you just keep expanding your comfort zone. And the reason this increases our happiness, of course, is because we get achievement, because we get a bit of an adrenaline rush at the time, “Oh, I’ve got to give a talk to a conference.” And afterwards, it’s like, “Yeah, I did it. I feel good,” and you’ve increased your skills, you’ve learned some things as well.

So, volunteer. It’s a bit counterintuitive because we don’t think it’s going to make us happy but actually it does. And there’s that great sort of quote which says, “We only regret the things that we didn’t do.” So, if you do come out of your comfort zone, you won’t regret it. It’ll lead to something or other, and even if it ends up being a bit different to how you thought and it turns out to being tougher, you’ll look back and think, “I’m glad I did that.”

So, I don’t think you should do things that are really stupid at work but things that are just a little bit beyond what you would normally do. And, obviously, you can do that conference talk. Of course, you can.

Pete Mockaitis
All right. I’m with you. And so, I guess I wonder, do you have any pro tips with regard to what is a risk worth taking versus it’s too risky?

Chris Croft
I don’t know. I don’t think there’s a rule for that because I think everyone is going to be different. I think you want it to be kind of 10% more difficult than what you normally do and not twice as difficult. I guess you can look at the, “How big will the downside be?” When you do risk analysis, you look at the probability of it going wrong and how bad it will be, don’t you? And you can weigh up the upside and how likely that is, and the downside and how likely that is.

But I think I would mainly focus on, “Will you die if it goes wrong?” So, if you’re thinking of giving a talk at a conference, what’s the worst that’s going to happen is your talk is going to be really boring and some people are going to go to sleep because they’re not going to throw things at you, or you’re not going to get fired. So, that absolutely is the risk worth taking.

And so, I think assess how likely it is to go really badly and how bad would it be. And, quite often, when you start thinking about what’s the worst that could happen, it’s actually not that bad. We mostly have fear of looking bad in front of other people, and that’s just not a problem, really. So, I think that’s what I would do. I think that’s probably how I would assess risk.

Pete Mockaitis
All right. And what’s next?

Chris Croft
Well, number six, we’re onto the second half now. I’m really interested by this one because this one says that when you’re thinking about what makes you happy, your brain doesn’t know what’s good for you. This is based on some research by somebody called Sonja Lyubomirsky who I’m a big fan of. I think her research is fascinating. I think she’s great.

And they found that our brain doesn’t know what will make us happy. And we’ve already said that we think money will make us happy, and it doesn’t. And how can your brain be wrong? And the reason is because we’re really still stone age people, our brains are stone age.

So, for example, we have certain rules programmed in. Like, for example, eat the maximum amount of food while it’s there because we think that will make us happy because, in the stone age, if there was a dead dinosaur, you had to eat it as quickly as you could or whatever.

And then we have other simpler rules, like laziness is more efficient. And, yet, in real life, laziness doesn’t make you happy. You just underachieve and feel bad. And, yet, we think that if we do nothing all weekend and just read the paper and drink some alcohol at lunchtime and fall asleep in the afternoon in front of the TV, that that will somehow make us happy. But, actually, you look back and you think, “That wasn’t a great weekend really.”

And then our brain tends to focus on problems because if you’re trying to survive in the jungle, you’re always thinking, “Is that a tiger over there? Why is that there? I haven’t seen that before.” So, we tend to be quite negative, and that makes us unhappy in the modern world where in the modern world there aren’t that many things to be frightened of, and, yet, we still focus on the negative things. We watch the news, we want all the bad news that’s happening around the country, and we focus on the bad news. And that is a survival thing that is now out of date.

And the final thing that our brain does that’s bad is that it drifts away from the present. So, it frets about the future, it worries about the future, what’s coming up even though it can’t do anything about it. And it goes back to the past and it sort of thinks, “Oh, if only that hadn’t happened and I wish that wasn’t like that.” And sometimes it thinks the past was great, “If only I could go back to the past.” But, of course, you can’t change the past. So, our brain is obsessed with the past and the future even though that isn’t where happiness lies, because happiness is only in the present. And you can only be happy when you’re living in the present.

And that’s why we’re happiest when we do things that absorb us completely in the present. So, if you’re doing something, it’s called being in the flow. If you’re doing something where you’re really concentrating on doing it, and it might be, say, paddling a canoe or something, and you’re really concentrating on the canoe and the balance and the water, and you do it. And you just forget everything else.

And so, our brain is not our friend. And so, number six, really, is to say don’t trust your brain. Don’t think, “Well, I’m sure I must know best for myself,” but to actively take actions that go against what your inner nature is telling you. And don’t be lazy, don’t think that money will make you happy, don’t think that eating loads of food will make you happy. Don’t take the easiest path.

One of my favorite books is The Road Less Traveled. And the road that’s less traveled is the high road, the hard road. And he says in there that laziness is the biggest problem. He says that’s the root of everything, actually, is laziness. And why would we be lazy? And the answer is, in the stone age when we were short of energy, short of food and warmth, we had to be really economical. But, now, if we’re not careful, we can just lounge around all day, and we mustn’t. So, don’t trust your brain is number six.

Pete Mockaitis
Yeah. And I think that hard work piece, that’s sort of why that helps is because you’re not able to be thinking about other things at the same time when you’re working hard and, thusly, you are engaged in the thing.

Chris Croft
You’re in the flow.

Pete Mockaitis
So, I dig that. Well, just to accelerate a smidge, could you give us seven, eight, nine, and ten in a sentence or two each, and then maybe we’ll dig into one of them?

Chris Croft
Okay. Well, number seven, it is a biggie but we can dig into it, is you can be happier by getting rid of your negative emotions because your negative emotions, and whether it’s sort of frustration and anger, or sorrow, regret, guilt, worry, you’re actually choosing all of those negative emotions. Your brain is choosing those for you, and you’re choosing it because you think you’ll get a payoff. You think that worry will make you perform better but, actually, it’s a substitute for planning. And you think that getting frustrated will make things go quicker but, actually, you just do things worse and you end up taking longer.

And so, negative emotions are always unhelpful, and you’re choosing them, and you can, therefore, not choose them. And you may think, “Well, I can’t choose my emotions. They just well up from within,” and they do well up, but you can choose whether to give them house room or not. You can choose whether to fan the flames, and think, “Yeah, God, that guy did it, is annoying at that meeting.” Or, you can think, “I’m not going to get annoyed with him. He means well. It doesn’t matter. There’s no point.” So, number seven is you choose your emotions, and you can choose not to have negative emotions.

Number eight is to not be focused completely on achievement but don’t forget enjoyment at work. A lot of people think that enjoyment is for outside work and then achievement is for work, and that’s the split. But, actually, you should enjoy your work as well.

And so, it’s worth thinking about, “What would enjoyable work look like?” Have goals for that. If you think that you would enjoy going out to visit customers, have that as a goal at work, “I want to find a way to get into doing that somehow.” And it might be the 10% evolving of your job but it might be to just go to a whole different department, and say, “I’d like to work here.” I mean, I don’t know. So, think about what you would enjoy at work, and have some goals for enjoyment at work. And linked to that is self-talk, to say to yourself, “I love my work.”

So, as you drive to work, don’t be thinking or even saying out loud, “Oh, not work again. I hate my work. Oh, I bet it’s going to be awful today. It’s the sales meeting, that’s always awful.” But, instead, say, “I love my work. It’s great.” And the first few times you’ll say that you’ll think you’ve gone mad and don’t let anybody else hear you because they’ll think you’ve gone mad. But it becomes true surprisingly quickly because your brain is really quite malleable. And if you say, “I love my work. I really do, I love it.” And, by the way, you have to say it like you mean it. You mustn’t just go, “I love my work.” That won’t work. You have to say, “I really do love my work,” and it will become true.

Number nine is to help other people. And this, again, this is a quick one to explain. But take every chance you get to help other people at work and outside work, of course. Because not only does that make them happier, but it makes you happier as well. For some reason, we are wired to help other people. And you’ll know this if you’ve traveled abroad, if your car is broken down, anywhere people will help. People help, they love helping.

So, if you help other people, you get kind of a triple win because you feel good and they feel good. And then later, they’re more likely to help you as well. So, helping other people is one of those things which a lot of people don’t do but you absolutely should take every chance.

My last one, number ten, is you can choose to set the temperature in every encounter you have with people. You can consciously be nice or not nice. And why would you not be nice with everyone that you deal with? Just be the nicest person.

A very quick story about this. I was doing a customer care call a while ago and there’s a guy, he was actually the carpenter, he’s to fix people’s desks and doors and things. And he said, “Well, I’m only nice if they give me tea. When I’m working on a job in someone’s office and they give me a cup of tea, I’ll be nice, but otherwise, they can get stuffed.” And I said to him, “How often do you get tea?” And he said, “Oh, about one time in ten.”

So, I said, “Okay, so nine times out of ten you’re not nice.” And he said, “Well, no, but they don’t deserve it.” And I said, “But what if you set the temperature and went in really nice every time? You’d be more likely to get tea. You’d probably get tea half the time. You’d probably get five times as much tea, which clearly is your objective in life.”

And he said, “Well, yeah, but if I was nice ten times, and I got tea five times, that means I would’ve wasted half of the times. I’d have wasted being nice half of the time.” And I was like, “Yeah, but it doesn’t cost you anything to be nice, and you’re going to get five times…” He’s going, “Yeah, no, no, I’m not going to do it, not unless I know they’re going to be nice; I’m not going to do it.”

And I’m just thinking, “What can you do with a guy like that?” So, put it out there and be the first one to put it out there. And there’s a little circle called do-get-feel. So, what you do affects what you get, and what you get affects how you feel, and then how you feel affects what you do. So, if you’re a bit lazy and you sort of do the minimum, then what you’ll get is sort of hassle from your boss and hassle from your customers. And then you’ll feel unhappy about your work. And then what you’ll do is even less work.

And you can break that circle by thinking, “No, even if my boss is maybe not treating me that well, I’m going to do the best job I can,” because then you’ll get better results and you’ll feel better about it, and you’ll be in the good circle, and you might even win over your boss. But, in a way, who cares what your boss says? Do it for yourself and do it for your customers to an extent too. But mainly do it for yourself because you’ll enjoy the work more.

If you’re nice to people, you’ll win in the end. So, that’s number ten, set the temperature in every interaction that you have.

Pete Mockaitis
Well, I appreciate this rundown, and I guess I’m thinking, you mentioned get rid of negative emotions. Is there anything else that you think we should stop doing? Like, there’s a number of things here that we should make an effort to do and to pursue. What are some things we should just cut out?

Chris Croft
The first thing that springs to mind, actually, for me is comparison and competition which are related because comparing yourself with other people is a road to nowhere. There’s always somebody who’s going to be more successful or richer or a higher achiever than you are. And if you compare yourself with people like that, it’s just going to make you unhappy. And if you try to compete with colleagues it’s the complete opposite of helping them.

So, I really like the idea of the abundance mentality. If you help somebody else, they’ll help you and you’ll both gain. And, funny enough, I visited a friend of mine a while ago, and he’s got this great big house and it’s on the edge of London. It’s beautiful. And I said to him, “So, you’ve done really well in life, haven’t you? You’ve achieved.” And he said, “No, I don’t feel like I’ve proved myself at all.” And I said, “But you’ve got a house that’s worth five strokes six million pounds.” And he said, “Yeah, but my brother has got a house that’s worth 20 million.” His brother is the chief executive at Accenture.

And I said, “Yeah, but why compare yourself with him? Of all the people you could pick, why don’t you compare yourself with me because my house is only worth about half a million?” And he said, “You?” He looked at me and he went, “You? Why would I compare myself with you?” And I said, “To make yourself feel better.” But it was really interesting that he felt it was productive to compare himself with somebody on the level above. And, yeah, that might pull him up, but will it? Or will it just make him feel bad about himself?

So, I think comparing and competing are really unhealthy. And just do it for yourself. If you’re a salesperson, you don’t have to be the number one salesperson. Just feel good about every deal that you get and feel good about the fact you helped a customer and feel good that you’re getting better at selling, and you’ve learned some new techniques. But don’t start thinking, “Oh, that person sold more than me. And, oh, that person earned more bonus than me.” Just feel good about the amount of bonus that you’ve got.

So, I think that’s definitely something to stop doing, is comparing and competing.

Pete Mockaitis
All right. Thank you. Well, now, let’s hear some of your favorite things. Can you tell us a favorite quote, something you find inspiring?

Chris Croft
Yeah, I’ve got two happiness-related quotes I really like. The first one is from Albert Schweitzer, and he said, “Success is not the key to happiness. Happiness is the key to success.” And so, if you love what you’re doing, you will be successful.

The other quote I like is totally different. And it just says that, “Allowing yourself to feel hate is like drinking poison and expecting the other person to die.”

Pete Mockaitis
And how about a favorite book?

Chris Croft
Well, if I was a real egotist, I would say my Big Book of Happiness isn’t a bad place to start.

But there is a book that’s better than mine, and it is The How of Happiness by Sonja Lyubomirsky. I really think she’s nailed it.

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

Chris Croft
I think it’s probably that you choose your negative emotions. People are always fascinated by that.

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

Chris Croft
ChrisCroft.com. Just go to my website. I’m always putting stuff on my blog. And from my blog, you can get my tip of the month, which is a free email I send out every month. I’m on YouTube as well and things, but ChrisCroft.com would be the starting place.

Pete Mockaitis
All right. Not to be confused with Chris Cross.

Chris Croft
Yes, that bass player. I do get address, caught up letters addressed to Mr. Cross, but it doesn’t make me angry because anger is a negative emotion and you don’t think about it.

Pete Mockaitis
You’re not cross about it. Ha ha ha.

Chris Croft
Yeah, it’s not worth it, is it?

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

Chris Croft
I think the easiest call to action is probably start a project. Yeah, what are you going to do? What projects have you got on the go? But if you’ve already got a project, then my sort of fallback call to action would be learning. What have you learned recently? How are you going to improve? Because all you’ve got is what’s between your ears really. What’s in your head is that’s your main tool nowadays, isn’t it, for earning a living, and you’ve got to keep improving your ticket.
They’re easy things you can do and they will lead to other things. So, make a start with a bit of learning and some sort of reasonably ambitious project that give you a sense of achievement.

Pete Mockaitis
All right. Well, Chris, this has been a treat. I wish you lots of luck and happiness in your adventures.

Chris Croft
Yeah. Well, thank you for having me again. And I really hope it makes a difference to people listening.