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KF #30. Self-Development Archives - How to be Awesome at Your Job

1150: How to Reclaim Your Schedule and Own Your Time with Laura Vanderkam

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Productivity expert Laura Vanderkam shows you how to take charge of your schedule so that you can make time for what truly matters.

You’ll Learn

  1. Why you feel like you don’t have enough time–and how to change it
  2. How setting aside 15 minutes can change your whole workday
  3. How to become the ringmaster of your schedule circus

About Laura

Laura Vanderkam is the author of several time management and productivity books, including Off the Clock, I Know How She Does It, What the Most Successful People Do Before Breakfast, and 168 Hours

Her 2016 TED talk, “How to Gain Control of Your Free Time,” has been viewed more than 5 million times. She regularly appears in publications including the New York Times, the Wall Street Journal, Fast Company, and Fortune. 

She is the co-host, with Sarah Hart-Unger, of the podcast Best of Both Worlds. She lives outside Philadelphia with her husband and four children, and blogs at LauraVanderkam.com.

Resources Mentioned

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Laura Vanderkam Interview Transcript

Pete Mockaitis
Laura, welcome back!

Laura Vanderkam
Thank you so much for having me. I’m excited to be back.

Pete Mockaitis
Well, I’m excited to talk about Big Time. You’ve got a simple path for us for time abundance. And we talked a little bit about this notion of time scarcity versus abundance last time. Tell me, what have you discovered with your new research adventures?

Laura Vanderkam
Yeah. Well, Big Time is all about moving beyond a sense of time scarcity, and what happens when we truly believe that we have enough time for the things that we want to do in life. I really do think it is possible to fall in love with our schedules, and I’ve got lots of practical tips, talked to lots of people who are making it happen. I think that time can, ultimately, be our friend.

Pete Mockaitis
Well, that sounds enticing. Can you share with us some of the on-the-ground investigative research studying you did to discover these bits?

Laura Vanderkam
Well, one thing I did is looking at how people spend their work hours. And how people feel about work is a very complicated question.

You know, if you ask people, in general, how do they feel about their jobs, most people will say they’re reasonably satisfied. If you look at people’s happiness during the day, like in a 10:00 a.m. staff meeting, they tend to be pretty unhappy. Like, they are watching the clock, hoping that time is moving faster.

So we have this, you know, gap between, like, we’re reasonably happy with our jobs overall, but during the hours we are spending at our jobs, we may not be as happy as we could be. And I really hate to have people wishing time away in their lives because time is so precious.

So one of the things I had people try out is a couple of strategies for making the experience of working hours better. Like, are there things you can do during an average work day to have you watching the clock less? And they’re pretty simple strategies.

I mean, one was spending one more hour per week on your favorite sort of work. We all have things we don’t like about our jobs but, hopefully, there’s something that drew us to the job in the first place. And so spending one more hour a week on that.

Spending just 15 minutes deepening a work friendship. So even if you’re not enamored with your job itself, like you probably have at least one colleague that you could be friendly with, and building a relationship with that person can make the experience of time at work a lot better.

And, finally, taking intentional breaks, taking two short breaks each day that you have decided ahead of time what to do with, turns out can also vastly increase the happy feelings at work. And so taken altogether, when I had a couple hundred people try these out over the course of three weeks, their workday satisfaction rose significantly.

Pete Mockaitis
That’s really intriguing because, if folks are in a situation where they’re not enjoying their job, the idea of spending more time working, like your first tip there, might seem very unpleasant, like, “Heck, no. I don’t want to spend one more minute than I have to.”

Laura Vanderkam
No, not that you need to be clocking 41 hours a week instead of 40. No, I mean, re-purposing some of the time that you are already working. And even when people don’t have a ton of control, a ton of discretion over how they spend their working hours, there are often still things you can do to change it on the margin.

Whether that’s asking your supervisor to assign you to something different than what you’ve been or to spend a little bit more time on one project and try to be a little bit more efficient on something else.

There’s always things you can do just on the margins to increase the number of minutes spent on enjoyable activities versus less enjoyable activities.

Pete Mockaitis
Yeah. Well, so the re-purposing, that’s a great distinction. Although, I might suggest, you tell me, that even if you do spend the 41st hour instead of 40 hours, well, I’m thinking of Mary Poppins got that tune in my head, “A spoonful of sugar helps the medicine go down.”

Laura Vanderkam
That’s true. That’s true. It might be worth a 41st hour just to change the experience of work. You know, it’s so true. I mean, there was one ridiculous study I read with psychology that had people put their hands in freezing cold water.

And when they made it slightly less cold at the end, people rated the experience as so much better. And so maybe it’s the same thing if you spend the last, you know, 15 minutes of your work day, but maybe even if you work 15 minutes later on something you really enjoy doing, maybe that could make the whole experience different.

Pete Mockaitis
Well, certainly, and the notion that you’re taking control as opposed to work is happening to you, it’s like, “No, no, no, this is the 41st hour. I am choosing to do this discretionarily.”

And in so doing – and I’m just totally making this up, so give me your hot take – that you can have some transformative impact on your own associations and relationship to the experience of work by going there.

Laura Vanderkam
Yeah, and I think having that mindset of, “I have some agency over this situation,” is huge. And, again, I know a lot of people don’t have complete control over their work or their working hours. But even if you don’t have complete control, you have some. And using whatever agency you have to make your time better can just change how you feel about life in general.

I mean, we don’t spend the majority of our waking hours working. There’s that adage that, “Oh, you spend the majority of your waking hours working.” Most people do not. But, that said, we do spend a fair number of hours working.

And so if there is something you can do to move those hours out of the wishing-time away category and into even the neutral category, that can be a major life satisfaction boost. And something like deepening a work friendship.

I mean, you think about a friend as somebody that you would spend time with off the clock. So wouldn’t it be exciting to be able to spend more time with somebody that you enjoy on the clock? And, in general, friendships are built through the accumulation of relaxed, pleasant time spent together. So the more you can throw at that pile, the better.

Pete Mockaitis
And with regard to these categories of the experience of work, can you unpack a little bit of the names of the categories, how you kind of think about which vibe is appropriate for a given activity, the tracking, a little bit of the nuts and bolts for these bits?

Laura Vanderkam
I think one way to think about how you’re spending your time at work and how you’re feeling about your time at work is to give yourself, honestly, a mood score or an energy score as you go through your day.

I’m a big fan of time tracking, in general. I’ve found, through other research I’ve done, that when people track their time for a week, they tend to feel better about their time overall because it turns out that many of the catastrophic stories people tell themselves about their time are not true, right? Life isn’t actually all that bad.

We don’t work around the clock. We do get some sleep. We have some time for ourselves, even if it’s not as much as we want. And so as you’re tracking time, you could also keep track of, “How do I feel about my time? Am I happy?” Is it all clouds and rainbows and unicorns? Or is it, “I’m hating the universe?” and sort of somewhere between zero and 10. And probably most of the things we do in life are around a five or a six. But maybe some stuff is better.

And if you are going through your work day and you find that some categories of work are edging up, like you’re feeling like this is maybe a seven or if it’s in certain circumstances, it might be even an eight, well, obviously, if you can come up with a way to spend an extra hour of the week in that seven or eight category, as opposed to maybe a two, three, four kind of category, you’re going to see a big boost in overall satisfaction.

Same thing with energy. Actually, it’s interesting, because one of the problems that creating intentional breaks helps solve is that people’s energy dips a lot through the day. People have been working for a while, and then you feel like you need a break, but if you don’t take an intentional break, you’ll probably take an unintentional one. For many people that looks like scrolling around online, checking email after you just checked it five minutes ago.

And so if you find yourself with your energy dipping, like that’s trending down, maybe 10 as you’re ready to run a marathon and zero as you’re flat on your back, that’s a good sign that it’s time to build in something that would boost your energy, something like taking a quick walk, talking with somebody you like, getting some fresh air.

And as people try that, they’re going to find that the numbers after that break start trending higher.

Pete Mockaitis
Well, could you give us just plenty of fun stories in terms of practical, tactical, experiential, individuals who figured out how to make that switch to re-purpose an hour to have more engaging goodness, what they did for their breaks, and how that was transformative?

Laura Vanderkam
Yeah, sometimes it’s about noticing the work that is already there and savoring it when you’re doing it, because so much of life can just be mindless. Like, you’re going through the day, you’re doing stuff, but your mind is somewhere else, so you’re always thinking about the next thing.

So, for instance, one health care provider who was part of the study would take a minute to look at her schedule coming up and what was going on. And she realized that some of her favorite visits were with babies, right? She loved to have babies come into the office and take care of them and talk to the new parents about how they were doing.

And so when she would see these on her schedule, she would consciously be like, “Oh, yeah, I’m looking forward to this, right? I’m getting to do this favorite work coming up in one of my patients this afternoon, and would savor it while it was happening and take a moment afterwards to pause and be like, ‘Yes, I love doing that. That’s my favorite kind of work.’”

And, you know, the kids were on the schedule anyway, right? The same patients are coming no matter what, you know, if her mind is somewhere else or if she’s fully absorbed and enjoying this. But her experience of work was so much different by anticipating, experiencing, savoring in the moment and reflecting on it afterwards.

Pete Mockaitis
Yeah, that’s super – the anticipating, savoring, and looking back. Boy, that’s powerful. You can do that with just about every day, there’s something worthwhile.

Laura Vanderkam
It could be even that you had a great conversation with a colleague before a meeting.

Like, you can pause and notice that, be like, “Oh, yeah, I like that person. That was a moment in my job that was a wonderful thing.” And it’s the same with you mentioned the breaks, like, stories of people taking breaks. This was almost people had to teach themselves to take good breaks.

I always say people take breaks anyway. People cannot work straight through. Even if it’s just to go to the restroom, there’s some break happening in any sort of work. The problem with a lot of information work is that they are unintentional breaks.

Like, you are going along, doing your work, you get distracted by something, you’re on your phone for a minute. Next thing you know, you’re cycling through headlines, you’re checking your WhatsApp messages. These are breaks, but it doesn’t feel rejuvenating at all.

So I was having people really learn to take real breaks. And some people were very nervous about it at the beginning. Like, I had people, you know, somebody printed out an e-book so it looked like they were working on a document while they were taking a break.

But I’m happy to report that, over the course of trying this out for a while, people realized like the earth does not crash into the sun when you take a 10-minute break. Most of us are just not that important. So you can do it.

And somebody would go outside and sit and look at the sky for 10 minutes and come back in. And it’s pretty hard to tell yourself, “I am starved for time,” when you’ve had 10 minutes to just kind of watch the clouds. And just little things like that can change your entire experience of time.

Pete Mockaitis
Yeah, that’s really good in that, by physically doing a thing, it’s like your brain gets the memo, “No, actually, you’re not wildly scarce in time because look what just happened.”

Laura Vanderkam

Yeah, we could change our story like that all the time. Our time narratives are based all on what we are noticing. So training our brains to notice things that are not just these stressful moments can completely rewrite the story from one of time scarcity to time abundance.

Pete Mockaitis
And when it comes to these breaks, so you say two 10-minute breaks and just build them into the day, is that like one in the afternoon, one in the morning?

Laura Vanderkam
Sure, whatever works. I kind of think of these as in addition to a meal break that people might take in the middle of the day. But, obviously, you could add on a few minutes to take a longer lunch break instead if that works better for your schedule.

Some breaks are formal. Sometimes people are, like, you take it at this specific time. For a lot of people, it’s more you catch it when you can. But looking at your schedule ahead of time and kind of proactively choosing when might work is another very smart way to exert agency over your schedule for the day.

Because that sort of strategy is what can then have you say, like, “Oh, well, look, I actually have a longer break between these two meetings, and I could do something else. I could work on some of my favorite work in addition to taking a break.” And when you start to see those kinds of things, you take more charge of your working day.

Pete Mockaitis
And can you share with us some breaks that folks have just been loving in terms of finding them super rejuvenating? Staring at the sky sounds fun. What else do you recommend?

Laura Vanderkam
Yeah, well, anything that can get you moving physically is going to be a big win. There’s some pretty solid evidence that people who engage in physical activity will see their energy levels go up quite a bit, even through very short bursts of energy.

So if it is possible to get outside and go for a brisk walk, that is going to be at least two things right there that will boost your mood and energy. If you can take a work friend with you, good. That’s even, like, three. That could be even better.

But so people definitely enjoyed that. Now, obviously, you can’t always get outside. But are you somewhere that you could go up and down the stairs even? That would make people feel much more alert than they had.

You know, I had people take, like, little adventures. If there is, say, a park near your office, you might be able to walk out the door, walk there for 10 minutes and come back and have the boost of seeing something different in the course of your day.

But it could be other things. It could be calling a friend. It could be listening to something inspirational like a soaring movie soundtrack. People might find that a little bit exciting. Meditation works for people. Reading something, especially something upbeat.

Even if you, like, read something fun for 10 minutes twice a day, that’s 20 additional minutes of reading you’ve gotten in your day. And if you do that five days a week, that’s 100 minutes, which is an hour and 40 minutes. Like, this is a lot, you know, it does add up. You could probably read an extra book a month that way if you wanted to.

People looked at art online. Even, you know, watching funny videos, as long as you’re doing it intentionally. I think a lot of people are just sort of, you know, pull up YouTube shorts and see what’s there, which, you know, I get it.

But if you have maybe saved up a clip from a favorite stand-up comedian or a clip from a favorite sitcom that you used to watch back in the day, those can be the kind of things that will make you laugh, and a laugh will boost your energy quite a bit.

Pete Mockaitis
Yeah, I like that a lot, and I’m a believer in breaks. In this office, it’s wild. I’ve got like a little basin of water I will dip my face into. I’ve got a little rebounder trampoline I’ll just jump on. I’ve got an acupressure mat. I’ll lie on it. I’ll stand on it. I joke that it’s the recording studio and wellness spa with all these amenities.

And it’s so true. When I really stop and engage with these things, it creates a great energy boost as opposed to, if you blast straight through, it’s like the body will demand a pause. And so often, yes, it is a scrolling of some sort. I like your phrase – an unintentional break asserts itself.

Laura Vanderkam
Yeah, I refer to that as our electronic hobbies, right, because it fills so much time. And a hobby could be a great thing to do on a break, particularly if you work from home some days. I mean, you know, 10 minutes you could go play a musical instrument.

You could go do some knitting, or needle point, or color in one of those adult coloring books, or even go outside and weed a few things in the garden, if that would be, you know, something you’d find relaxing. But instead, we tend to default to these electronic hobbies of scrolling around, reading social media comments, opening your inbox again, even though you just opened it five minutes prior.

And by naming that as a hobby, I think it gives people pause, because it’s like, “Well, that’s not what I’d choose to do as my hobby.” It’s like, “Okay, well, then we need to re-purpose that time for something that you find more enjoyable.”

Pete Mockaitis
Yeah, that’s super. Let’s talk a little bit about the tracking of time. It seems there are many tools that would love to avail themselves in this domain. What have you found works great for you and for others in doing this?

Laura Vanderkam

Yeah, so I’ve been tracking my time for about 11 years now. Nobody else needs to do that, but I have been doing that because I find it very useful and it’s also very easy. And I just check in three to four times a day, write down what I’ve done since the last time I checked in.

Each check-in takes me about a minute. You know, three minutes a day, same amount of time I spend brushing my teeth. So it is not something that I find incredibly onerous. But I just use spreadsheets. It is a basic Excel, standard thing.

It’s got the days of the week across the top, Monday through Sunday, half-hour blocks down the left-hand side, 5:00 a.m. to 4:30 a.m. So 336 cells representing the 168-hour week, and I just fill it in as I go.

However, that’s not the only way you could do this. There are lots of time tracking apps on the market.

My podcast co-host on “Best of Both Worlds,” Sarah Hart-Unger, was having trouble tracking her time for years, even though I was constantly preaching the benefits of it. And she came across Toggl, T-O-G-G-L, which has a free version that is a more digital version of this.

Like, you just… it’s on your phone, you say what you’re doing, start and stop. You can go back in and correct the record later if you’ve forgotten to hit stop, and so you’ve been commuting for the last six hours. You can go back in and change it later.

But she found that fairly intuitive and something that fit in with her busy life. So that’s something that people could give a whirl. You could also walk around, like, with a little notebook. You want to look all artsy, like, “I look at my journal as I’m going through the day.” That works too.

Like, the tool itself doesn’t really matter. It’s more like, “Can you do it? Will you do it? Will you stick with it for at least a few days?” and, ideally, a week. And if you do, I think you’ll learn a lot about your life.

Pete Mockaitis
Certainly. Well, and I’d love to zoom out and get some of your big-picture perspectives. You’ve got a mindset or metaphor of being the ringmaster. Can you expand on this?

Laura Vanderkam

Yeah, this is probably one of my favorite metaphors for time and how we think of our lives. So when people tell you, “My life is a circus,” they tend to mean it is chaotic. But that is such a slander against circuses because circuses are the most organized performance you will ever see.

Nobody is getting shot out of a cannon at the wrong time, right? If there are supposed to be tigers in one ring, they are not in another ring. They’re not coming on at the wrong time. They are there when they are supposed to be there, right? And so I think we should aspire to have our lives be as organized as a circus. A circus is complex, but it is not chaotic at all.

And so I’ve developed this metaphor of, like, I am the ring master in charge of my life. My life has three rings, right? So this is a three ring circus of career, relationships – so meaning friends and family – and self, the things I need to do for my own physical, mental, spiritual, emotional health.

So all the time, you are monitoring all three rings, you are making sure that what is supposed to be happening in each ring is actually happening, that the logistics are thought through, that this all looks like a good time. And one of the additions of this metaphor is that a lot of circus performers, acrobats and stuff, perform over a net. And the net is there for when things go wrong.

And, to my mind, a net is a net, but I have interviewed circus performers and they have informed me that, “Oh, no, no, no, no, the net has to be very well thought through. The net is exactly where it’s supposed to be. The net is inspected frequently. We train ourselves on how we land in that net so that we don’t injure ourselves if we fall or something goes wrong.”

And so I was like, “Wow, that’s a good metaphor for life, too. We all need nets under ourselves. We need backup plans for when things go wrong. We need to actually think of those backup plans. Like, do they work?”

It’s not just, like, “Oh, I think maybe if my kid is sick on a day I have a big presentation, I could avail myself of this backup plan.” It’s like, “Well, no, no, no. Let’s make sure. Let’s test that net. Let’s make sure it’s there.”

But when you do that, the circus can go off with much less stress, with much less worry that when something goes wrong, it turns into a disaster.

Pete Mockaitis

That’s super and inspiring. Like, we should be so lucky to have it.

Laura Vanderkam
We should all be a circus. We should be a circus. And not just that, you want to manage it for delight, right? Another part of the metaphor is that a circus isn’t cool if it’s all drudgery. Like, if people are just going through with no smiles on their faces as they’re doing their tricks.

You want to make it look like it’s enjoyable. And as we manage the complex but not chaotic three-ring circus of our lives. We want to make it look like a real performance and truly enjoy it.

Pete Mockaitis
Okay. And what’s your philosophy on embracing your golden hours?

Laura Vanderkam
So the golden hours are the hours after work and before bed. If you think about how people talk about the golden years for retirees after they stop working, they have time for leisure and family, it’s the same that we get a miniature version every weekday evening.

After you’re done working, you get time for leisure and family. However, many people find this time incredibly hard to use well. And that is because we are tired, right? We’ve used up a lot of energy in the course of the day. In many cases, it’s this march toward bedtime. And sometimes people are even counting minutes as they are getting through the evening.

And again, time is precious. I hate to have people wish any time away. So I am all about embracing our golden hours. Partly that’s just a mindset. If you think of that time after work and before bed as your golden hours, you’re going to have a different mindset than if you’re thinking of it as a second shift or just the time that’s left over after work.

I think it’s a good idea to set just small, possibly low energy intentions for the evening so it feels like something happened, right? So it’s not just all this time passed between the end of work and bed. It’s like, “Oh, well, I did a puzzle for 30 minutes,” or, “I went for a walk outside with my family for 30 minutes,” “We had ice cream on the patio because it’s nice outside tonight.”

And if you have something you can point to that you enjoyed that actually happened in the evening, you’ll feel more like this time exists and life isn’t all just these have-to-do’s. There’s some want-to-do’s in there as well.

Pete Mockaitis
Okay. Golden hours, golden years. Understood. I guess I’m thinking about, in the universe of time tracking, I find that sometimes our hangups are not so much about having the time available to deploy on something, but finding the will, the audacity, the motivation to push past resistance or avoidance to go make amazing things happen with time.

So it’s, like, sometimes time is the bottleneck resource, and other times it’s more of like an emotional will type vibe. How do you think about these two resources in conjunction with each other?

Laura Vanderkam
Yeah, I think time gets blamed for all sorts of things, that it is not really a time matter. When I have people track their time, often people find that they have a reasonable amount of discretionary time. It’s just that a lot of it happens in chunks that we haven’t thought about, right?

We haven’t thought ahead of time, like, “Oh, yeah, I’m going to have four hours after work and before bed. Only two of those are going to be spent on childcare,” for instance, “I’ve got two hours after that. What would I like to do with it?”

But, you know, by that time, you’re kind of tired and at the end of your rope and feel like you’re out of energy and out of sorts, and that’s the end of it. And so nothing happens except those electronic hobbies, as we talked about earlier.

I think intention goes a long way. So if you know that this evening you are going to go play a board game with your partner or something, like, you’ve got that on your brain, you’re managing your energy toward it so you’re not surprised by it and feeling sort of resistance to it in the moment, even though it’s something you actively chose to want to do.

So knowing it ahead of time is often helpful for sort of getting ourselves in the mindset for doing something. When my kids were little, I would sometimes even think about that, like coming into the evening, “What could I suggest that we do that I wouldn’t hate so I don’t get, like, ambushed by the request to play Candy Land, which I definitely did not want to do?”

So it’s that kind of thing. Like, can you go into it with an intention? Because the intention will shape how you handle your energy going into it. I think, also, you got to be careful about making sure you’re setting intentions for yourself to do things you truly want to do.

And I think a lot of people just have not thought about this. The things they say they want to do are not things they actually want to do. And so it’s like you get to that time in the evening, you’re like, “I need to learn Spanish.” Do you actually want to learn Spanish? Like, is that something you’re telling yourself you should do?

Or, you know, is it just, you know, the thing that feels responsible and productive to do with your leisure time, like, “I should be on Duolingo”? Well, you know, maybe you don’t want to be. Is there something else that you feel less resistance to?

And if that is the case, maybe you should re-shape your goals to be more in the direction of things you truly do want to do, like things that make you feel more energized when you think about them, as opposed to thinking like, “I don’t want to,” in the moment.

Pete Mockaitis
Well, that’s a really good distinction. And we might have any number of “shoulds” that, like, “I should learn this language,” “I should build big muscles,” “I should learn AI, apparently.” Do we all need to know AI?

Laura Vanderkam
That’s another one. We’re all going to be behind the game on that one.

Pete Mockaitis
Yeah. So any pro tips on distinguishing between a should and a genuine desire of our heart, our values?

Laura Vanderkam
I think paying attention to that energy that you feel with something. If you think about like, “Ooh, that sounds exciting,” or, like, “I feel a little bit more energized as I think about it.” I’m not saying it’s going to be automatically easy, but like if you saw it on your calendar, like somebody had put “Spend two hours doing X,” like, would you be excited about it?

You know, some things I would, like having dinner with a friend. Absolutely. Like, reading one of my favorite books. Yes, I would. Learning Spanish, not so much. That’s not one of my goals. So I think that can help quite a bit.

In general, in life, I’m always encouraging people to spend less time on the things you are trying to talk yourself into. You might want to spend a little more time on the things that you are trying to talk yourself out of, because it sounds logistically difficult, or it’s outside your comfort zone. Like, those are things you can deal with.

Where that comes up and people are like, “Oh, you know, it would be so cool to sing in a choir again. I really enjoyed that in college, but I’m a busy person. I have a job. I have a family. I can’t make time for that.”

But that’s when you’re talking yourself out of something. Whereas, if you’re talking yourself into it, like, “Well, I should learn Spanish,” “I should be doing this,” those are things that maybe are not the direction to go.

Pete Mockaitis
Well, that is a master key right there. Wow! It’s so funny because that really does cut to the heart of it. When you’re talking yourself out of something, it means that you have a desire. It’s there and you’re fighting against it, by definition, it’s like, “Oh, that’s not practical. That’s too expensive. It’s like, I’ve got all these other responsibilities.” So that’s really intriguing. And I guess, sometimes, I see a two-by-two matrix in my mind’s eye, Laura.

Laura Vanderkam

Oh, boy.

Pete Mockaitis
You can’t take the consultant out of me. There’s the internal desire and then there’s the argumentation. And sometimes you don’t argue with yourself at all. It’s like, “I should really get a burrito. Yeah, let’s do it.”

Laura Vanderkam
“Let’s do it. We’re on it.”

Pete Mockaitis
Yeah, that’s that. And then it goes in every combination of the two-by-two. And so, yeah, I think that you’re right. That really is a zone of opportunity there in terms of you have the desire and yet you’ve been talking yourself out of it. Maybe go ahead and give it a try.

Laura Vanderkam
Yeah, you know? I mean, logistics can be figured out. You can always try something for a while and see how it goes, too, right? You can go back to life as it was after a trial period or whatever, but you might be surprised at what you can fit in.

Pete Mockaitis
Very good. Well, Laura, tell me, any critical insights you want to make sure How to be Awesome at Your Job listeners hear before we hear about your favorite things?

Laura Vanderkam
Yeah. Well, I’m always preaching the time tracking. So if anyone’s listening to this and thought, “Well, hmm,” I’m going to say, well, that’s maybe a should that we should try at one point in our life.

Because I do think many of us walk around with stories about our lives that just aren’t true, that, “I work around the clock,” or, “I’m working late every night,” or, “I spent my entire weekend working,” “I never see my family,” “I don’t get enough sleep,” or, “I sleep terribly all the time,” “I never have free time,” all these things, “I spend my life doing housework,” various stories that people tell themselves.

And almost universally, time tracking will show that those stories are incomplete, right? Even if you work long hours, you are probably not working around the clock. There are probably some other hours where you are awake and not working. And so you can see where those happen and maybe start thinking about, “Well, what would be the best thing for me to do during that time?”

You may have a bad night or two. Many people do, but often, over the course of the week, we tend to average out toward what our bodies are needing. And when you see that, you might start thinking, “Huh, well, given that I’m not saving any time by sleeping less on Tuesday and crashing on Saturday, maybe I could try to get the same amount of sleep every night and feel better and more energetic overall.”

You might see that there is some discretionary time, but, you know, what you spend that doing is kind of up to you, and that’s the nature of discretionary time. And sometimes we’re spending more of it than we like on our electronic hobbies, but we can do something about that, right?

We can challenge ourselves to do things that sound a little bit more fun, rejuvenating, relaxing, you know, for just a few minutes before going toward that YouTube binge for the rest of the night. So I really do think that time tracking will make time feel more abundant.

And you can believe me or not, but I did have several hundred people try it and they felt better about their time afterwards. So I take comfort from that.

Pete Mockaitis
Beautiful. Now could you share your favorite quotes, something you find inspiring?

Laura Vanderkam
So many years ago, one of the first people I interviewed about how she spent her time told me that “I don’t have time” means it’s not a priority, and that has stuck with me forever.

And there may be consequences to making different choices, but it reminds us that time is a choice. And also it means that I never tell anyone now that I don’t have time to do something.

Pete Mockaitis
You just tell them they’re not a priority?

Laura Vanderkam
It’s not a priority, sorry. I try to be nicer about it, but, you know, that is fundamentally what it comes down to.

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

Laura Vanderkam
I would say that the one I mentioned earlier about people just getting short bursts of activity, like, five, 10 minutes of physical activity, their scores on an energy scale went from, like, a three to an eight or something. It was, really, I’m misquoting it here, but the idea is that it doesn’t take much. And we can’t make more time but we can definitely change our energy levels.

And when you feel more energetic, you can just do more than if you feel less energetic. So even though you can’t make more time, you can sort of have the equivalent of making more time by paying attention to how, you know, where your energy levels are and what you can do to get them back up again.

Pete Mockaitis
And, to be clear, five-ish minutes of activity raises the energy level for hours, or…?

Laura Vanderkam
At least an hour. I remember from that particular study, people took like five minutes to do a burst of activity. And then their levels right afterwards, I think, it was a nine. And then an hour later, it was still north of a six. So if you go from a three to the rest of the hour spent north of a six, like, how could you not be getting more done? That’s the difference between feeling like you’re flat on your back and feeling like, “Hey, I can do stuff with my life.”

Pete Mockaitis
Yeah. Okay. And a favorite book?

Laura Vanderkam
This is, honestly, what I read in the course of writing Big Time is I read War and Peace, and I loved it.

Pete Mockaitis
I just got War and Peace.

Laura Vanderkam
Okay, you should read it. Yeah, I mean people look at it, and it’s like, “That’s a really big book,” and it’s true. But it is very accessible. It has 361 very short chapters. So if you read one chapter a day for a year, it only takes a couple minutes each day and you’ll get through it.

Pete Mockaitis
And a key habit?

Laura Vanderkam
So I have started listening to, like, all the works of a particular composer over the course of a year for the past three years. So this year, I am listening to Mozart in the car.

And that’s a lot better than other things I could probably be listening to. And so it has definitely upgraded the running around that tends to happen in my life. So that music choice habit has definitely elevated my listening game.

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

Laura Vanderkam
Please come visit me at LauraVanderkam.com. You can learn more on my website about my books and podcasts. You can get time tracking spreadsheet if you want to do that. You can also reach out to me at Laura@LauraVanderkam.com. I love hearing from people.

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

Laura Vanderkam
Maybe today you could think about what your favorite sort of work is and challenge yourself to spend just a few more minutes on that favorite sort of work, and then reflect afterwards on how it went. And I think you’ll change the experience of your work day completely.

Pete Mockaitis
All right. Laura, thank you.

Laura Vanderkam
Thanks so much for having me.

1137: How to Build an Unbeatable Mind with Former Navy SEAL Commander Mark Divine

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Mark Divine reveals his strategies for forging mental clarity, focus, and resilience at an elite level.

You’ll Learn

  1. How to fix your broken attention span
  2. A simple 20-second breathing protocol for resetting your nervous system
  3. How to fuel extreme motivation

About Mark

Mark Divine is a former Navy SEAL Commander, entrepreneur, and NYT Bestselling author with PhD in Global Leadership and Change who has dedicated his life to unlocking human potential through integrated training in mental toughness, leadership, and physical readiness.

He owns and runs the SEALFIT Training Center in San Diego, California where he trains thousands of professional athletes, military professionals, SWAT, First Responders, SOF candidates and everyday people looking to build strength and character.

Resources Mentioned

Thank you, Sponsors!

Mark Divine Interview Transcript

Pete Mockaitis
Mark, welcome!

Mark Divine
Hey, it’s great to be here, Pete. Thanks for having me.

Pete Mockaitis
I’m excited to hear your wisdom when it comes to having an unbeatable mind and resilience and so much good stuff. Could you maybe kick us off with a thrilling story that tees up some of these great lessons about mental toughness? No pressure.

Mark Divine
Thrilling story. Okay, so I was at SEAL Team 3 doing some parachute training. I jumped out of a helicopter about 1200 feet in the air. I was a second jumper out and it’s a static line jump so it was pretty low. It was nighttime. So I’m popped out and my chute deploys, which is always a good sign, as you might imagine. And I’m thinking, “This is just beautiful evening and I’m doing a dream job,” like anyone would love to be, like jumping out of a helicopter in the middle of the night and the moon is bright and everything.

And I, suddenly, see another jumper coming toward me, which was unusual because, as a second one out, I should have been above this guy, but somehow he must have had an uplift and he was coming right toward me. And, of course, from our training, I knew that for a mid-air collision, you’re supposed to pull your right toggle.

And so I pulled my right toggle, and he’s supposed to pull his right toggle, and both jumpers would then veer away.

Pete Mockaitis
Makes sense. Good standard rule.

Mark Divine
Yeah, that’s the SOP, standard operating procedure. So I pull my right toggle, he pulls his left toggle, and he collides with my chute, and my chute just collapses. Now, mind you, I’m about 1,000 feet in the air then, and that is about one second per 100 feet, so I’ve got about 10 seconds to live.

And so I immediately went into the practices that I had been training, you know, not just in the SEALs, but for four years prior to, through my Zen and through my martial arts training. And that was the default mode for me, which was I obviously very grateful for because it saved my life. So I just started breathing really slowly, calmly, and reciting the mantra.

Pete Mockaitis
There’s not too many breaths with 10 seconds.

Mark Divine
Right. Exactly. I had about six or seven of those breaths on the way down. Probably a lot less than that, actually. And the key point is I didn’t react with fear. So my parachute absolutely collapses. So I go through the SOPs, I’m calming my mind, I’m breathing deeply, I’m remaining positive about this situation, and I start to yank on my risers, which is the first thing you’re supposed to do to try to get them to get air, and I got nothing, no response.

And so I think, “Okay, second order of business here is to deploy my reserve.” So I take a deep breath, calmly. Pulled out my reserve ripcord, punch it, throw it out, and my reserve doesn’t catch any air. Now I’m down to about 300 feet.

And at the same time, I’m just super calm, right? I’m not like freaking out, which allowed me to think, “Okay, maybe I can go back to the main and work that one again.” So I went back to that and started yanking on those risers again.

And about 100 feet above the ground, which is practically nothing, my main chute caught enough air so that when I landed, I landed hard, but I was super relaxed and I did a perfect parachute landing for a PLF, meaning I just rolled out of it and ended up actually standing.

The reason this was interesting is that had I not had the training that I had, I would undoubtedly have reacted with fear. And my heart would have been racing, my mind would have been racing out of control. I wouldn’t have been able to calmly and methodically think through how to solve the problem in the eight or 10 seconds that I had.

And so I walked away without a single broken bone, which is pretty incredible. That scenario, not necessarily like a parachute accident, but I had multiple scenarios like that in my SEAL experience, my SEAL days where, you know, shit hit the fan, everything went wrong. And instead of reacting negatively or reacting out of fear, I was able to calmly deal with the problem.

Now, you might think, “Well, all SEALs are trained this way.” And it is true, right? We are trained to be calm under pressure and whatnot. But to have these skills in the first year of my SEAL career was fully attributed to meditation. And I started a practice of Zen meditation when I was 21. And it’s a big part of really why I became a SEAL. And I could tell that story, too.

But it really had a profound effect on my nervous system and my ability to focus and to just develop clarity under extreme pressure, which I found to be pretty useful as a special operator. Anyway, so I think experiences like that led me to want to delve deeper into those practices, into the development of what I now call unbeatable mind, development of the mind and the body and the spirit, and really plumb the depths of what’s possible for a human being.

And so that’s why, later on, I ended up kind of really refocusing and really going deep into that territory of human performance and the what’s possible for humanity, which is what I do today.

Pete Mockaitis
Well, mission accomplished, sir, and a thrilling story delivered. So you’ve learned a lot about this stuff with regard to mental toughness and staying calm under difficult times. Can you share what’s perhaps the most surprising or counterintuitive thing you’ve learned that when you share with people, they’re a little bit puzzled, like, “Really? Is that true?”

Mark Divine
Well, when I teach SEALs, I have to, like, use stories for the young guys, right? Sometimes I’m training 18-year-old kids who want to be a Navy SEAL. And one of the stories I tell them, and they come in and think, “Okay I’m going to…” they’re going to learn mental toughness and how to be a badass Navy SEAL from Mark Divine and through my SEALFIT team and program.

And they think mental toughness is just about really learning how to be hard, like how to tough it out, how to get through, you know, like my teammate Goggin’s story, it’s like, “Okay, you can always do more, you know? When you hit the wall, you’re capable of 40 times more, I just got to be tougher. Suck it up, buttercup.”

And I say, “You know, that’s actually really flawed thinking,” right? It’s important to be hard when you need to be hard, but it’s also incredibly important to be soft when you need to be soft. And what I mean by soft, because SEALs don’t like that language, like, “I’m not soft.” I say, “What I mean by that is to be really flexible and pliable and relaxed and to learn how to to let go.” So you can interpret that a lot of ways.

So the story I would tell is, like, “If a tsunami is coming, and it was inevitable that it’s going to just knock everything down in this path, would you rather be the mighty oak and strong? Or would you rather be like the the lowly reed and super flexible?”

And they said, “Well, in that scenario, I’d rather be the reed because the reed is just going to get washed over and then it’s going to pop right back up and carry on with its life. Whereas, the oak is just going to get swept away and it’s going to get killed.” See, that’s right.

So mental toughness, the big aha is that mental toughness is actually a balance between the hard and the soft. And, also, if you want to use the Eastern concept, the balance between the yin, which is the hard, and the yang, which is soft. Yin represents forcefulness, you know, get-it-done mindset, pushing through the pain. And the yin, the soft side represents receptivity and creativity and flexibility and taking time to recover and relax.

So one of the reasons that the SEAL athletes that I train are so successful is this principle put into practice through their training regimen, through how they navigate their lives, through how they approach even a single day. You’ve got to balance the hard and the soft, otherwise, you’re going to break.

Pete Mockaitis
Well, could we hear a story of someone who internalized some of these principles and saw cool transformation as a result?

Mark Divine

Every one of the SEALs that I’ve trained have internalized it. They commit. I’ll give you an example. So there’s a guy named Shane. Now Shane recently got out of the SEALs and went to Rutgers Med School. He’s now a doctor.

But he came to me as, like, an 18-year-old, like hardcore, you know, heavy weightlifter and just really kind of beast-mode guy. And most of the guys come, you know, if you want to be a Navy SEAL these days, like you’re already pretty fit.

And what I do through my training, or did, was round you out and give you all the skills of mental toughness, resiliency, emotional control, the softer side. And then I make sure that the physical is going to be sustainable for the year-long training that you’re going to be in.

And what I mean by that is most guys come to me and they’re just, what they lack is not, they’re great runners, they’re great, you know, in all around great shape, but they lack the durability to punish their body the way the SEALs will punish it every single day.

And so that durability is kind of a mixture of like physical stability, usually in your joints, and your spine, as well as the ability to hold your mind on the task over a long period of time, which brings in the concept of yin and yang, or hard and soft.

And so we train them. So I had to train Shane to basically get out of his own way and stop just pushing like everything was a competition. So we call it co-opetition. Everything was a competition in the sense you wanted to compete with yourself and put your best effort in. But if that best effort was going to lead to an injury or degradation of the team, the team’s capacity, then that was flawed thinking.

And so what I taught Shane was that, even in the course of a single evolution and also in a day, like we consider each day like a major evolution, like it was a performance sport just to get through the day. Because when we train for a special operation, you’re training like eight hours a day or longer just to get ready for it. And then when you go through training, you’re training for 12 to 16 hours a day.

So we would do hard things during that, but we would also spend time sitting and just doing what I call box breathing, just breathing for arousal control. And we would spend time meditating and concentration practice to deepen our attention control and our concentration. And I had them doing yoga.

In fact, at first, back in 2006, when I was doing these, teaching these skills, I learned very quickly that I shouldn’t call it yoga because the guys would cross their eyes and some guys are like, “Well, my religion forbids me from doing this.” I’m like, “What?” So I changed it to functional mobility, integrated development, those types of terms I used. And you see those throughout Unbeatable Mind.

But if someone who’s ever really approached development the way from a different perspective, you could say, “Well, that Unbeatable Mind is actually kind of a compendium or a combination or integration of Eastern practices, such as yoga and mindfulness and breath work, with Western practices of peak performance, sports psychology, Western therapeutic depth psychology, and a little bit of just Navy SEAL kickassery.”

So I brought all that together and I had to, like, simplify it and present it in a way that an 18-year-old kid would be like, “Yeah, this is awesome and it really works.” So I taught Shane and these other SEALs how to not just be hard, but to balance that out with these practices that really created a total warrior, right, a warrior that could be calmly sitting in a meditative posture or visualizing their mission, but they’re simultaneously just absolutely alert, and the explosive power that they have is like a coiled spring, right, but it’s locked and loaded. It’s not going to it’s not going to release until absolutely ready, right?

And those are the skills that I think are super valuable for everyone these days. We have a saying that, in the military, we prepared for VUCA – volatility, uncertainty, complexity, ambiguity. And back in my day, that was episodic. Like, you go to war and you’re going to VUCA, or, if you’re going to do a specific operation, maybe a clandestine op, the VUCA is basically time on target, or if something goes wrong.

But nowadays, they’re using that term pretty frequently in the business world because everything is changing so fast, and it’s so volatile, and so uncertain, and so complex and ambiguous that the entire business world now is VUCA and it’s persistent, it’s not episodic.

So the skills that I taught the SEALs and I taught through Unbeatable Mind are now looking more more useful, if not imperative, for business leaders and everyday leaders for that matter. This idea that you have to be calm and clear and focused and, basically, be able to declutter all the crap, discern what’s really important, what’s really true to be in control of your thoughts and your emotions at all times so you don’t get triggered into reactivity.

And to be an exceptional teammate because your ego has been honed, refined, polished, set aside, whatever term you want. And you really are recognizing that what’s in your interest is usually what’s in the team’s interest. So you put your eye on the team and help the team succeed. And through the team’s success, you find success and also more purpose and meaning.

So the transformation is multi-dimensional, in other words. We’re transforming an individual to be more capable from a skill perspective, but also more competent, confident, and conscious from kind of the internal awareness and sense of self and perspective lens.

Pete Mockaitis
Very cool. Well, let’s talk about some of the secret sauce, the means by which one pulls off some of these cool things. So holding your mind onto a task for a long time is something you highlight. And that’s something that I hear from listeners that it’s hard in terms of there’s a lot of, you know, pings, beeps, distractions, emails, whatever, or there’s just a task that’s boring, it’s not interesting to them, or it just keeps going and going and going. What are some approaches that we could use to pull that off well?

Mark Divine
It’s a great question. And there’s a lot of simple tactical things, and then there’s the stuff, the training your mind. The tactical things are to really just commit to doing less things and doing them better. So stop multitasking. Multitasking degrades your output by about 40%. So you think you’re getting more done, but you’re actually getting 40% less done and you’re doing a worse job at it.

And multitasking trains distractibility. And people say, “Well, I only do one task at a time,” but if you’ve got your phone near you, and you’re prone to looking at the alerts when they pop in, because you think, “Oh, there’s an important text,” or, “There’s an important phone call,” that’s multitasking.

And that’s training distractibility. So you’re bleeding off your attention, bleeding off your ability, your energy, actually, right, which is going to lead to low-grade motivation, you know, like piercing a balloon and it’s just bleeding out. So things like that. Starting to turn off, like I have no alerts on my phone whatsoever.

Pete Mockaitis
Yeah, me, too.

Mark Divine
And that was fairly up, finally had to be like, “Get this thing out of my…” I wanted to throw my phone in the frickin ocean one day. I’m like, “I’m tired of this thing.” So I took off all the alerts. And take a vacation from the phone. Every day, you should have that phone out of your sight for a couple hours or longer. And, certainly, when you sleep.

But you also should take a vacation from it like once a week for the whole day, or most of the day. So I think it’s kind of like intermittent fasting with your digital device is a really smart thing because you’re getting your attention back and you’re rebuilding energy that was bled off through that device.

I don’t watch any news or any like network TV. Like, network TV, it’s built today for high-speed mind that is a very distracted mind. Even I heard Netflix, like, I can’t watch Netflix because most Netflix shows and movies are designed for split screeners.

Pete Mockaitis
I’ve heard that, yeah, that’s why they keep repeating things now.

Mark Divine
Yeah, there’s no depth whatsoever. They basically expect that the viewer is not paying attention. And that’s why they’re skin deep and they skip all over the place, and they don’t leave any of the plot for you to figure out anymore, you know?

So if you think you need that playing in the background while you’re doing work, my son does that, and it’s because his mind is trained that it needs that kind of distraction. And it’s unfortunate because it’s bleeding off your attention.

And the other thing is, like, with those shows and also with commercials, they move so fast that they’re training your brain to have that kind of fast twitch reactivity, which is very challenging then when you try to shift focus and do any deep work. Your brain needs to actually slow down and you need to learn how to slow your brain down in order to do the deep work. So I recommend not even watching TV.

Forget about how negative this stuff is and the reality that even through the TV shows and the movies, not just the commercials, but your mind is being trained and conditioned to accept a reality that might not be true. Let’s not even talk about the news, right? That’s just pure mental conditioning and propaganda.

I have a saying that I like to say a lot, but if you’re not training your mind, then someone else is training it for you. Because, essentially, your mind is the sum total of all that you’ve consumed mentally through your experiences, through your reading, through your screens, and through the interactions that you have.

So if you want to change your mind, then you’ve got to change the input, and you’ve got to basically deconstruct all the false ideas and beliefs and ways that your brain works, such as being extremely distractible and operating at like a gamma level when you should be operating at a high alpha, low beta level. So those are the tactical things.

The training aspect of this piece, Pete, is like radically simple in its form but difficult in that it requires a lot of discipline to do. And it’s simply, like I use the box breathing, which I referenced earlier, as a container for a series of mental discipline practices that bring you that calm, focused, clarity and ability to really, really get shit done at a high level without the distractions.

So let me explain real briefly how that works. So box breathing, it’s a practice that I coined back in 2006 when I was training. Remember I said I couldn’t use like yoga terms and, you know? I had learned breath practices through my Zen training when I was 21.

And then later on, I really did get into, like, the traditional eight limbs Ashtanga yoga, which is mostly about meditation, concentration, self-awareness, introspection, and the stretchy bendy physical part is the least of it. It’s a process of transformation. And so I learned breath practices through there, and I knew it was called pranayama.

And pranayama means controlling the life force because breath is life. It’s not just oxygen. It’s life. It’s prana. It’s chi. It’s energy. So when you do breath practices, what you’re doing is taking control of the life force and you’re consciously using that life force to purify your mind, open your heart, and to train your mind to tap into greater powers that every human being has the capacity for.

So instead of calling it pranayama, because I tried to do that for a couple of my classes, and they’re like rolling their eyes and thinking I’m gone off the deep end. So I just said, “Okay, we’re to do a simple practice.” I called it box breathing.

And that is to all the principles that we now know to be so important for breath work, were kind of unknown back in the mid 2000s. But I knew what worked for me and I’ve been practicing and training and seeing the benefits on myself for years. And that is deep diaphragmatic nostril breathing, right?

Nostril breathing, mouth closed, eyes closed if you are in a practice setting. Eyes open if you’re like standing in line, or at the bank or something, you can do this practice. And that deep nostril breathing, we did it in a pattern of five count inhale, five count hold, five count exhale, and five count hold. So it had a pattern of a box or a square, hence, the box breathing.

So if each count is roughly one second, you’re talking about a 20-second interval for one full box breathing cycle, and that’s three breaths per minute. And, over time, when you practice it, if you turn this into a daily practice, and my recommendation or my prescription is 20 minutes in the morning when you first wake up, and 20 minutes in the late afternoon, over time, this has an extraordinary effect just on your physiology.

And here’s what it does. Number one, because you’re breathing through your nose in that slow, controlled, deep, diaphragmatic way, you’re massaging your vagus nerve, and that’s stimulating your parasympathetic nervous system, which is your rest and digest.

That’s the yin function I was talking about. That’s the receptivity, the calming, the relaxation, which is getting your body and your brain into homeostatic balance. So you’re bleeding off all the excess stress that you built up over your lifetime until you get into this perfect state of homeostatic balance.

And the other thing that happens is, because you’re breathing in slowly, five count in, five count out, and holding for five count, when you’re operating throughout the day and you’re not doing box breathing, which you’re not going to be doing that most of the day, you’re going to be doing regular breathing, but your breathing, then, naturally begins to reshape itself into that form of five count in and five count out through the nose.

And we now teach that and we call it tactical breathing as a practice, but it becomes something you quite naturally do. And so that’s six breaths per minute, right? Five seconds in, five seconds out, that’s 10 seconds, times 60 seconds, that’s six breaths per minute.

Pete Mockaitis
So no holds in the other word, in that way. Okay.

Mark Divine
Yeah, right. So during the day, the practice will lead you to this natural nostril breathing, six breaths per minute, which, astoundingly, research has come in on this in the recent last two or three years, that that is the ideal breathing pattern for health and longevity. And we just kind of stumbled on this and we’ve been teaching it since the early 2000s. So what an incredible benefit.

And, again, we’re just talking about physiological at this point. The term we use is arousal control. You’re controlling your arousal response. And your out arousal response is simply your left hemisphere brain is wired to detect threats. And it’s five times as negative as it is positive as a result of that.

So you’ve got this mechanism built for survival that is through the amygdala, constantly sniffing everything that’s happening in your environment, every stimulus, external and internal, and saying, “Is this safe or is this unsafe?” And at least five times more than positive, it’s saying, “It’s not safe. It’s negative.” And when that happens, it activates your sympathetic nervous system, which is your fight or flight or freeze.

And that’s dumping adrenaline and epinephrine and cortisol into your system to get your body ready to fight. Well, the problem is 99% of the time, it’s really not a threat, right? It’s really not a threat, right? So that alert comes in, you think it’s your boss, the phone rings and you see that it’s a creditor, you know, you’re in traffic and someone cuts you off, then that could be a threat, but most of the time it’s not.

But you’re reacting negatively and it’s jacking you up into this sympathetic arousal response. And the problem is that, when your sympathetic nervous system keeps getting triggered like that, then your parasympathetic response atrophies. It quite, literally, goes offline because it says, “Well, you don’t need me.” It’s not getting, you’re just like other channels in your brain. If you don’t use it, you lose it.

So what I found is, even with these young guys that I work with, and every one of the older clients I work with, they’re stuck in hyper arousal. So this simple practice of box breathing will reset their nervous system so that the parasympathetic nervous system comes back online. And then it slowly and, with certainty, bleeds off all that excess stress, and brings the hormones back into balance, and then you’re sleeping better, you’re feeling better, you got more energy, so you’re exercising better everything comes back into balance.

And people, just through this practice, have literally lost excess weight they were carrying just by breathing effectively. It’s pretty extraordinary. So that arousal control has a pronounced and profound physiological and physical effect to bring your body back into balance.

And guess what? Your brain also, because it’s part of your body, comes back into balance as well, and your brain starts to operate more effectively instead of that high gamma distracted state, which is reinforced by your environment, in this culture that we live in, with this fast pace and constant distractions.

It begins to actually function at a slower level, in a mid-beta range, and even when you’re doing the box breathing practices, it’ll drop into a high alpha or mid-range alpha. This has extraordinary benefits now in the mental realm because the subjective experience of that is of more calmness and more clarity because your mind isn’t racing. You get less of the monkey mind popping around, popcorn mind.

So, already, it’s having an effect on training the quality of your mental experience. So the physiology then spills over into the psychology. Well, the second part of this, Pete, is that I asked the students to focus keenly on that box pattern like they’re Inspector Clouseau, and they’re watching every little nuance of it, every little nuance of the inhale with internal eyes like they’re watching it and they’re experiencing it with their internal senses.

You have five external senses and a number of, I’ve read, five internal senses. I mean, internal sight, internal auditory, internal sensations. And so you turn those directly toward the breathing pattern itself.

And we say, “You watch it closely. You can even visualize it if you want.” We have an app called Unbeatable Mind Box Breathing where we it shows a box being filled in as you do the breath, so you can watch that for a while and then visualize it.

Now what that is doing is holding your attention on one thing and one thing only, and that’s this box pattern. So this is like classic Zen training. All Zen training starts out with concentration. In fact, Zen is primarily a concentration path. It’s one of the two primary paths of meditation, are concentration or mindfulness.

What most people don’t realize is that concentration is a prerequisite for mindfulness. And this is why people jump into mindfulness and they fail, because they just simply can’t do it, because they can’t control their mind. They can’t control their attention.

So by holding your attention on the box pattern, what you’re not doing is paying attention to all the other thoughts that come. They’ll still come and go. You’re not like, you can’t not have those other thoughts, because thoughts happen to you.

And you can generate thoughts, but most thoughts, you know, the default mode is thoughts happen to you, 60,000 thoughts a day and 59,500 are the same thoughts that came to you yesterday. They just happen to you. And when you think you’re thinking, it’s when you’re taking a thought that happens to you and you’re grabbing onto it. And then you’re generating secondary-level thought, like rumination or pondering or like planning, that type of thing.

So when you’re doing the box breathing practice, you’re holding your attention simply on the box pattern. You’re ignoring the rest of the default mode network thoughts. But what will happen is your mind, because it’s especially in the early stages, will kind of wander over there and start ruminating or start grabbing on because it gets bored. And so then the practice is to notice that and to bring it back to the box.

And so you’re training now three things. Arousal control, which we already talked about, that’s the physiological. Now we’re getting into the mind, attention control, which is to hold my attention on just one thing. All I’m asking you to do is this one thing, just hold your attention on that box pattern.

But notice when your attention either gets split and you’re focusing on the box pattern and thinking about something, or if you’ve completely wandered off the reservation, notice that and notice it earlier and earlier and come back to the box pattern and hold your attention on the pattern for longer and longer. And we’re shooting for 50% of a 20-minute session.

If you can hold your attention on the box pattern for 10 minutes, you’re actually doing really well. And you’re deepening your powers of concentration. It’s like gathering up all your mental energy, which was being thrown out there like a floodlight, and you’re focusing it like a laser beam, and you get really, really sharp and penetrating mind. That’s extremely valuable.

Pete Mockaitis
And, Mark, when you say 50%, now you’ve got my optimizing, point-scoring, loving self going. I’m curious because, I mean, I’ve done a number of mindfulness-y things. I even have the Muse headband. And so it’ll give you some numbers about how much I was relaxed or whatever. But I’m curious, since I do find that quite motivating, is there a means by which you can see, “Oh, I was 41% last week, and now I’m 43%”? Or  is that unknowable?

Mark Divine
If you want to collaborate on creating a wearable that can track that, I’d be all ears. No, it’s clearly subjective. I’ll give you an example of why, or the reason why I know this to be true. I mentioned that this second part is very similar to Zen training. And I spent four years training Zen, before I went into the SEALs, under the watchful eye of a guy named Tadashi Nakamura, who’s still alive. He’s in his eighties in New York.

He’s a very famous grandmaster martial artist, runs a martial art program that he created called Seido, which means the way of sincerity, and headquartered in Manhattan. So I was in Manhattan after college for four years, got my MBA at Stern School of Business, NYU, and, believe it or not, became a certified public accountant in New York.

But during that time, probably the most momentous thing that happened is I trained under this guy, starting as soon as I got to New York, I just stumbled into it. Since I was 21, I trained with him for four years. And, of course, did all the karate stuff, got my black belt.

But what really transformed me was he was a Zen teacher, had a Zen class every Thursday night, which I joined with about 10 other black belts. And we would then go to the Zen Mountain Monastery up in Woodstock, New York several times a year for these long four- to five-day sits with the Zen monks.

And the basic practice, and he never deviated from this, and you’re sitting on your bench, was simply eyes closed, inhale, exhale through the nose, and count one, but don’t think of anything else. Inhale, exhale, count two. Don’t think of anything else.

And the goal was to get to 10. And, of course, the first few times I did it, I got to 10 no problem, but when I was honest with myself, I was thinking the whole time, and I realize, “Oh, shoot, now this is really serious.” If you think, you have to go back to zero.

So inhale, exhale, “I’m doing great. Oh, shoot, I just had a thought. Back to zero. Inhale, exhale, one. Inhale, exhale, two. How am I doing? Oh, I’m doing good. Oh, I’m thinking. Back to zero.” Or, if you start thinking, your mind is just wandering off the reservation, which is going to do until you train it.

So it, literally, took me, Pete, about a year before I could, with integrity, say that I got to five without any thought, without any other competing thought in my head. And I once asked him about it, and he said that that actually is really good, for students of Zen to be able to have that.

Now we’re talking about roughly a five-count inhale, five count. Back then he didn’t specify. That was my add later on. But we’re roughly talking about just one minute. You know what I mean? Five rounds is only about a minute. Wow, that’s how busy your mind is.

So if you can sit and still your mind for a minute and have no thoughts whatsoever, that is profound. You know, the Buddha said once that you could find enlightenment in a single breath if you’re paying close enough attention.

So I think that’s really, it’s a great mark or target to shoot for. And anyone listening who tries it or has tried this will agree with that, it’s not easy. It’s really not easy because, again, the brain has just not been trained this way. I think there will be a time in the future where we teach these skills to young kids, kind of like they would do for the Panchen Lama or the Tibetan monks for the kids, they start them young.

It’s extraordinarily valuable to do this type of training at a younger age when your brain is still developing. In fact, one of the reasons I think I had such extraordinary benefit with my meditation practice is because I was 21 when I started. And now the male brain doesn’t fully develop until it’s mid to late 20s.

And so, neuroplastically, my brain was just on fire developing all these new pathways, all these new skills through my meditation practice in my early 20s. And it’s completely changed my life. So it’s a valuable, I think, that’s just, you know, I use that 50% just partly to motivate people, but also to help them understand that, you know, just be easy on yourself. This is not easy work. So be kind to yourself, in other words.

Pete Mockaitis
Understood. And so we talked about being able to persist, hold our mind onto a task. I’d also like your take on how to start something. If we’re dragging our feet, we’re procrastinating, we’re, “Ugh, I don’t feel like it,” have some avoidance, do you have any pro tips there?

Mark Divine
Well, probably the biggest pro tip is, whatever you’re going to do, whatever you want to do, make sure that you should do it. And so you say, “What do you mean, Mark?” Well, remember earlier I said we should all be doing less things better. And then the question is, “Okay, good, I agree with that. But what things should I be doing that go in that bucket of less things? What makes it through that wicker?”

Well, it’s the things that you should be doing. And the things that you should be doing are always going to be related to who you are, not what other people think you should be, or should be doing, or what society thinks you should be doing, or what your parents think you should be doing.

And so the most effective way to develop extreme motivation and personal accountability is to get clear on who you are and why you’re on this planet and what you’re going to do about it, your mission. So this is like one of the most fundamental things I teach. In fact, it also is probably the ultimate secret to resiliency and mental toughness is when you’re doing what you know you’re supposed to be doing, there is no quit.

No matter what also comes up to you, you just navigate it with grace because you know it’s there to help you learn, and it’s just something you have to go through. It’s going to make you stronger. It’s going to help you fulfill that mission.

Now my feeling is, unless you’re blessed with this insight at a young age, is that the best way to really get clear about who you are and why you’re here, and then what you can do about it, is through a practice of stillness. Well, guess what box breathing is? It’s a practice of stillness. So we can build that into the practice.

I mentioned earlier, box breathing is a stacked practice. We’ve already talked about arousal control, attention control, concentration. It naturally opens up to mindfulness. And as I mentioned earlier, concentration is a prerequisite of mindfulness.

The part of you that is focusing on the box pattern and that notices, the part of you that notices that your mind has wandered becomes your primary seat of awareness. In other words, instead of identifying with the thoughts, you become identified with the witness of those thoughts, which is the ultimate aim of mindfulness, is to see yourself in the perspective of the witnessing, non reactive, aware human being that is seeing thoughts and emotions happening to you and through you, but you’re not caught up in them. You’re just watching them as if you’re watching a play.

So when you develop that skill, then you’re in a state of receptivity. Every other skill that I’ve talked about is the yang, it’s an active process. But when you get into that witnessing awareness, then you shift it into your contextual mind, your right brain, which is beyond space and time. It doesn’t have the same construct. It doesn’t create sense of separation in space and time. That’s all the function of your left hemisphere, your left brain.

So you’re in your right brain and you’re in that witnessing awareness, and in that space, you become connected to the rest of your mind, your heart, and your gut. And we now know that the heart and the gut are brains. They have neurons, neurological processing, neurochemicals, neurons itself. And so in that receptive space, the right hemisphere is what connects to your heart, mind, and your biome, your gut mind, and your entire enteric nervous system, your entire body becomes a mind and an antenna.

And so in that very calm and receptive state, witnessing state, you begin to get messages from your heart. I mentioned earlier, my meditation led me into the SEALs. I knew nothing about the SEALs when I went down to New York. I was planning on being a CPA and making a lot of money and going into investment banking.

But the longer I sat on that meditation bench, now two years or three years into it, I started to get messages that I was meant to be a warrior and that I was misaligned, that I was heading down the wrong path fast. And it really kind of created like this existential crisis in me.

Like, I thought I had a midlife crisis at 23 years old because I’m like, “Well, how is it that I’m sitting here in a suit and tie and racing toward this MBA, CPA, and to make a lot of money? How is it that I’m supposed to be a warrior? Why am I getting all these signals that I’m 100% misaligned and going down the wrong path, and I’m going to live that life of quiet desperation that Henry David Thoreau talked about?”

Well, it’s because my heart was telling me that I’m a warrior, I’m meant to be a warrior. And so I started to take it seriously. And I started to ask better questions, “Well, if I’m meant to be a warrior, then how? How am I supposed to serve as a warrior?”

And that’s when the world, you when you start getting close to your own truth, then synchronicity happens. So, for me, the synchronicity showed up in the fact that I walked home one night, kind of pondering this existential crisis I was having, and I walked right by a Navy recruiting office, and there was this poster there, and it didn’t say SEALs on it.

It said, “Be someone special,” and it had pictures of Navy SEALs doing what I thought was pretty cool shit, like jumping out of airplanes. And I was like, “That’s how. That’s it. Thank you, universe. That’s how I’m supposed to be a warrior.”

So back to your question. If you lack motivation, it’s probably because what you’re doing is not the right thing and you’re misaligned. Now that, you know, what do you do then is another, you know, that’s a whole different discussion.

Because if you’re misaligned, it’s not going to go away. It’s just going to keep getting worse and worse. Your motivation is going to keep declining. You’re going to get more and more burned out. You’re going to feel more and more disconnected.

And I think a lot of people in our culture suffer from that because they’ve been taught that, “You know, I’m supposed to be a lawyer,” or, “I’m supposed to be a doctor,” or something. And it may be completely off from what they really are meant to be doing in this life. And when I say meant to be doing it, it’s not a job or a career. It’s who you are. But it can be encapsulated in a career.

Like, being a Navy SEAL was a job, but it certainly sparked and allowed me to express the warrior in me. But I always said that my purpose was to be a warrior, not a Navy SEAL Admiral. Because if I had said, “I’m going to be a Navy SEAL Admiral. Well, that’s my purpose,” we wouldn’t be having this conversation today. I’d be still in the Navy probably.

But, no, my purpose was to be a warrior, and that transcends the structure of what you do. It’s really about who you are, what your beingness is. So if you’re doing something that isn’t in alignment with your beingness, then you will experience a little bit of crisis. And crisis literally means opportunity for transformation. That’s what crisis means. So it’s an opportunity for you.

So to face that opportunity and say, “Okay, I hear what Mark is saying and I think I’m in that boat. The reason I’m burning out, lacking motivation, it’s not because I just have a shitty job, it’s because I’m misaligned. So what I need to do is go learn to sit in silence and to open up my mind so that I can hear my heart’s calling, and get a greater understanding and some clarity about who I really am and why I am on this planet at this time so that I can align with that.”

And aligning with that might not be leaving your job. Like, if you’ve invested 20 years or you’re waiting for a pension or something like that and you got a family to feed and a mortgage to pay, I’m not suggesting you just blow it all up, but you could find meaning through some service.

Maybe it’s like you were meant to really work with the earth. You just love it, and so you start a garden or you go develop a community garden somewhere. And it’s going to be different for every single person. And some people, I’ve worked with tons of clients who, like, literally have left their jobs to start their own business.

Or, I think there’s probably like 15 or 20 clients I’ve worked with who have gone off and written books because they really had that urge, they felt that need to really say something, put something out in the world, creatively like that.

So that’s the fastest path to motivation, really, is to discover who you are and what you’re meant to do about it, but that’s a slow path. It can be a slow path. It takes time, it takes patience, and it takes contemplation.

Pete Mockaitis
All right. Well, Mark, we’re having fun here. It’s time to hear about a few of your favorite things. Can you kick us off with a favorite quote, something you find inspiring?

Mark Divine
What a man can think and believe, he can achieve. That was Napoleon Hill. The first book I read that ever really kind of touched on a greater human potential than what most of us are taught. So Think and Grow Rich. If you haven’t read Think and Grow Rich, that’s a must read. I think I’ve read it about 10 times.

Pete Mockaitis
Okay. Well, you mentioned Think and Grow Rich, do you have any other favorite books?

Mark Divine
One of the books that really blew my mind and got me down the rabbit hole of what’s possible for human beings, and it’s the only book that Steve Jobs carried on his iPad, by the way. It’s called the Autobiography of a Yogi by a guy named Paramahansa Yogananda. That’s doozy. I highly recommend that one.

Pete Mockaitis
All right. And a favorite habit?

Mark Divine
Box breathing.

Pete Mockaitis
And is there a key nugget you share that really seems to connect and resonate with people, they quote it back to you often?

Mark Divine
If you want to move fast and break things and do great things in the world, then you’ve got to slow down and spend time in silence every day, spend time cultivating these qualities that we’ve talked about in the show, and get really clear around who you are and why you do what you do, so then you can go out and bring it to the world.

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

Mark Divine
MarkDivine.com, and Divine is spelled D-I-V-I-N-E, that’s my personal website. Pretty much anything you need is there, or would find interesting. UnbeatableMind.com is my training program, and so we’ve got great programs, great courses, and a community, and even a mental toughness certification that teaches all these principles, and you can go teach it to others or help others.

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

Mark Divine
Yeah, I would challenge you, you, Pete and your listeners, to take up a practice of box breathing and try it out for 30 days. If you don’t think you can afford 20 minutes in the morning, 20 minutes in afternoon, just do 10 minutes and 10 minutes, or just do 10 minutes in the morning. But do it every day for 30 days. And prove that I’m right. Don’t take my word for it. Be that study of N equals one. Prove that I’m right. Even 30 days of daily practice can be utterly transformative. So do that. I challenge you.

Pete Mockaitis
All right. Mark, thank you.

Mark Divine
Yeah, hooyah! It’s been a lot of fun. I appreciate you, Pete.

1132: How to Find Deep Satisfaction While Pursuing Excellence with Brad Stulberg

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Brad Stulberg shares foundational principles for making the process of self-development more fun and fulfilling.

You’ll Learn

  1. What true excellence looks and feels like
  2. Why to stop chasing happiness—and what to focus on instead
  3. The best tool for building focus and concentration

About Brad 

Brad Stulberg researches, writes, and coaches on performance, well-being, and sustainable excellence. He is the bestselling author of The Practice of Groundedness and Master of Change, and coauthor of Peak Performance

Stulberg regularly contributes to the New York Times and his work has been featured in The Wall Street Journal and The Atlantic, among many other outlets. He serves as the co-host of the podcast “excellence, actually” and is on faculty at the University of Michigan. He lives in Asheville, North Carolina.

Resources Mentioned

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Brad Stulberg Interview Transcript

Pete Mockaitis
Brad, welcome back!

Brad Stulberg
Pete, it’s a pleasure.

Pete Mockaitis
Well, I’m excited to talk about excellence. That’s one of my favorite things. And so you will share with us the way, but I’m very curious upfront. You have achieved excellence in lifting vast quantities of weight. Can you tell us a little bit of the story of this journey and what that illustrates about excellence?

Brad Stulberg
Yeah, I can. So, I am an armchair power lifter, I’d say armchair because I’m not actually being a national or world-class level or anything like that. But I got really into deadlifting, in particular, maybe five or six years ago, and I’ve just been working toward the craft for that period of time.

And my PR deadlift is 530 pounds. I pulled that at a body weight of about 200 pounds, so more than twice my body weight, which is a pretty, pretty significant pull.

And the way that I like to think about pursuing excellence in the process of that is, yeah, I’m working toward this goal of deadlifting a lot, but the deadlift is also working on me. So I’m learning about the power of community. I’m learning about being comfortable, being uncomfortable. I’m learning about fear. I’m learning about vulnerability. I’m learning about resilience. I’m learning about patience. I’m learning about setbacks.

So all of these things that happen in the gym are life lessons that I can carry with me into my marriage, into how I raise my kids, into how I write, into how I show up for my community members, and so on and so forth. So I think it’s actually like this really nice encapsulation of excellence because, on its face, all dead lifting is is lifting a bunch of weight from the ground to your hips.

But it can be full of meaning because of all the things that you learn in the process of trying to lift that heavy-ass weight from the ground to your hips.

Pete Mockaitis
Well, could you maybe give us an example of, I imagine, there’s a lot of little learnings associated with, “Oh, place my feet like this, or grip it like that, or train according to this schedule with this many reps and weights, etc”? Can you share with us an abstraction or a carryover or a takeaway that goes beyond the deadlifting itself into other domains?

Brad Stulberg
One of my favorites that has impacted me is when you’re attempting a really heavy lift, perhaps more weight than you’ve ever lifted before, there’s often a real element of fear. And that fear is not because you’re scared that you’re going to miss the lift, I mean, unless you’re competing in the Olympics, no one really cares if you make the lift or not.

It’s a fear of what it’s going to feel like. Like, it feels genuinely uncomfortable, like death, to try to pressurize your body to lift that much weight. And a couple of years ago, I was about to attempt a PR and my training partner at the time, his name is Justin, he looked at me and he just said, “Brave new world.”

And what he meant by that is, “I don’t know if I’m going to make the lift or not, but it’s sure going to be interesting to see.” So I didn’t walk up to the bar scared because that’s not a good position to make a lift in. I didn’t walk up to the bar lying to myself and saying, “I know I’m going to hit the lift,” because I didn’t know if I was going to hit the lift. I walked up to the bar with a mindset and an attitude of curiosity.

And what I’ve learned since is that it is literally impossible to be scared and curious at the same time. So the neural circuitry that is involved in fear and that is involved in curiosity, it competes for resources. So you cannot be curious and scared at the same time.

So when we’re taking on big challenges, when we’re confronting unknown horizons, if we can go into those with a mindset of brave new world, like, “I don’t know what’s going to happen, but let’s find out,” that shifts us out of fear and into a more playful state that allows us to perform our best.

You asked how that transfers outside of the gym. It’s probably self-explanatory, but one very concrete example is when my wife gave birth to our second child in the delivery room, I looked at her and I’m just, like, “Brave new world. Like, we know how to do one, but I don’t know what two’s going to be like. Brave new world.”

You take on a big writing assignment, or you get a new job, or you get a promotion and you’re feeling a little bit apprehensive, “Brave new world. Like, let’s find out what this is all about.” And it’s that mindset of curiosity that is so powerful.

Pete Mockaitis
So, brave new world, well, now I’m thinking about the book and all of the dystopian things. So we’re not talking about that at all. You just mean we’re entering into a new world, a reality that is fundamentally different from the prior reality. And so we could experience fear, terror, “Oh, my gosh, what the heck is this going to be about?” or more of a sense of curiosity, wonder, fun, enchantment, like, “Oh, here’s an adventure that we’re going in on.”

Brad Stulberg
That’s 100% right. And there’s so much research in performance science that shows that that mindset of adventure, that mindset of curiosity, is associated with not only feeling better, but with performing better. There’s this incredible quote from the late basketball player, Kobe Bryant, who was asked if he’s the kind of player that plays to win or plays not to lose.

And he answered by saying, “I’m neither. I play to figure things out.” And he went on to say that if you play to win, then you become fragile because if you lose, you’re frustrated. And if you play not to lose, you’re constantly on your heels. You can never really assert yourself. You’re always in this, like, kind of preventing the worst state.

But if you just play to figure things out, if you play to learn about yourself and learn about the game, you’re going to end up playing the best that you can possibly play. And this came from Kobe Bryant. He was known for his killer mentality on the court. Yet, when he stepped onto the court, he didn’t try to be a killer. He was just really curious.

Pete Mockaitis
Absolutely. That’s just a lot of fun. And when you’re in a fun groove, a lot of things flow nicely from that just naturally.

Brad Stulberg
Yeah, I mean, I think that it’s very much related to having fun, and having fun is one of the best competitive advantages there is. I think there’s this misnomer that you either have to be full of intensity or full of joy. But in my research for this book, what I found is that the most excellent performers, they have both intensity and joy. Intensity and joy can coexist at the same time.

Pete Mockaitis
Yes. And I don’t remember who pointed it out, but I think they were critiquing the notion of the optimal dosage of stress in the stress response curve. And there is a theory, and it probably holds true in some contexts, like, “Oh, if you’re too low on stress, you’ll underperform because you’re sleepy. If you’re too high on stress, you’ll underperform because you’re freaking out.”

And so you want to be at just the right level of stress, or a medium level of stress. And yet, if you look at high performers doing their thing, they don’t look medium stressed. They just look like they’re having a ball.

Brad Stulberg
Yeah, but I think that they are. I’m so glad you brought that up. That’s the Yerke-Dodson’s curve, I think, you’re referencing, in the optimal performance zone, which is different for everyone. But, yeah, it’s exactly what you said, that you want to have this optimal amount of stimulus or stress.

So I do think, like, when Steph Curry steps on the basketball court, or when a Grammy award-winning musician takes the stage, or when a master chef is competing on one of the Food Network competitive reality shows, I do think that they’re feeling adrenaline. I think they’re feeling nerves, but I think that they’ve learned to laugh at themselves and to smile while feeling that way.

Like, they have trained themselves to embrace that is this, like, signal of growth or of, “My body is getting ready to do its thing, and I’m going to do it with a smile on my face.” So I personally experience this. I do a fair amount of public speaking and I’ve become desensitized to it just by putting in all these reps. But every once in a while, I still get nervous out of my mind. And this happened recently.

I was speaking for this new book in New Orleans, and it was at this historic theater. And it was my first time speaking at a theater where I was down on the stage, and there were thousands of people up, and the lights were on me, and the acoustics were perfect.

Like my heart rate was through the roof, my palms were sweaty. I mean, I was feeling a lot of feels. And I remember telling myself, “Man, I got to practice what I preach.” So the first thing I said is, I’m like, “What I’m feeling, it’s not good or bad, it just is. And it’s like my nervous system getting primed to perform.”

And then the second thing I said is, “How crazy is it that I’m getting paid all this money and that they invited me to this theater to give a talk?” and I just kind of laughed at myself. And then I went on a stage and I nailed it because I didn’t go out on stage with, like, this mindset of, “I’ve got to do well,” or, “I’m terrified.” It was like, “I’m terrified but it’s kind of hilarious that I’m even in this position to begin with.”

Pete Mockaitis
Yeah, I love that. It’s kind of hilarious that you’re in this position as opposed to, “Oh, better not screw it up. They paid a boatload of money. I don’t want to rip them off by bombing this here.” Like, that’s a whole ‘nother zone of thought, which is the opposite of fun and will lead you to a not high-performing place.

Brad Stulberg
Yeah, 100%. And what ends up happening is then you take a negative, which is you’re feeling nervous, and you turn it into a double negative, which is you’re feeling nervous and you’re freaking out about feeling nervous. Whereas, if you can just feel nervous and not turn it into a double negative, well then you’re fine.

There’s research from Olympians, and particularly swimmers, that shows that world-class athletes and non-world-class athletes, they have the exact same physiological sensations before a big race. So their heart rates are the same, their cortisol, their stress hormone is the same, their perspiration rate, so their sweat rate is the same.

The only difference is that the non-elite athletes, they freak out about those feelings and they try to make them go away. In the elite athletes, they smile at the feelings. That’s it. Same feelings. It’s just how you appraise them.

Pete Mockaitis
That’s fun. Well, I also want to ask, was there a particularly surprising and fascinating discovery you made while putting together The Way of Excellence?

Brad Stulberg
Yeah, I think that this notion of intensity and joy coexisting was something that I kind of knew but I didn’t really have these concrete examples for. And then in reporting on the book, I found, time and time again, in every elite performer, whether they were an athlete, a business person, a creative, an entrepreneur, an executive, they all have this ability to flip a switch and become very intense. And at the same time, they experience deep joy and they have a lot of fun in what they’re doing.

And I think part of the reason that’s surprising is, I think, especially in maybe more like masculine-coded spaces, there’s this kind of David Goggins approach to greatness, where, like, you always have to be pissed off, you always have to be angry, you’ve got to have a chip on your shoulder, you’re out to kind of, you know, beat everyone else and beat yourself.

Pete Mockaitis
You got to stay hard, Brad.

Brad Stulberg
You got to stay hard, that’s what he says. You got to stay hard. And I did find that a lot of excellent performers, like, they have the Goggin switch, like they can flip that switch, but it’s just that, it’s a switch and they turn it on and then they turn it off. And when they turn it off, they can be the most fun, loving, humorous, kind, soft people. And then they turn that switch on when they need it.

So it’s not that the stay-hard Goggins approach is all wrong. It’s just it’s not the only thing. Like, it’s a switch. And great performers, they know when to turn that switch on, but they also know that if they try to keep that switch on more than they need to, it’s going to actually hurt their performance and hurt their joy in life. So not intensity or joy, but intensity and joy. And, man, like, I would never bet against the person that has a lot of fun working hard toward a big goal.

Pete Mockaitis
Yeah, I hear you. And so you suggest in your book that the pursuit of excellence is not just for elite performers, NBA athletes, Navy SEALs, etc., but for everyone. Can you expound on this thesis?

Brad Stulberg
I define excellence as involved engagement and caring deeply about something worthwhile that aligns with your values and goals. So excellence is not winning at all cost. Excellence is not perfectionism. Excellence is not rote optimization. It’s not having a 47-step routine that starts at 4:00 in the morning that you need to broadcast for everyone on social media.

Excellence is not impeccable genetics. Excellence is not a standard. Excellence is a process of identifying something that you care about and giving it your all. And if you do that and you work really hard at it, eventually, you’re going to get some good results.

And the results matter. It’s not to say results don’t matter. The only people that say results don’t matter are people that are, like, gazillionaires because they’ve had all this conventional success. Like, winning matters. Getting a promotion matters. Achieving matters. Oftentimes there are very real financial ramifications, new opportunities you get.

So the results matter, but the results aren’t the thing. The thing is the focus and the intention and the deliberateness that you bring to the process. And that’s what, ultimately, gives you the best chance at achieving a result, and that’s what shapes you as a person.

So when you pursue heartfelt, genuine excellence, yes, you’re working towards some goal. You might want to run a marathon. You might want to get promoted to the C-suite. You might want to start a company. But that goal is also working on you. That goal is shaping you as a person. That goal is teaching you about yourself. And true excellence is this bidirectional relationship between the person and the thing that they’re working on.

Pete Mockaitis
Yeah. Like, the deadlift, you say, you work on the deadlift and the deadlift works on you. And so it is with any number of things that you’re working on, is it is shaping you while you are pursuing that end.

Brad Stulberg
One hundred percent. The metaphor that comes up time and time again in the book that I just love is of mountain climbing. The top of the mountain is really narrow. All the life is on the sides. Like, the experience that you have isn’t on the summit of the mountain, it’s during the actual climb.

And the day that you win the medal, you’re on the podium for two minutes while they sing the national anthem. You get the promotion to the C-suite and everyone celebrates you for that day, and then the next day it’s back to doing the work.

You get the fancy house or the nice watch, well, now you got to live in the house, and guess what? You’re still five minutes late, even when you’re looking at a Rolex, it tells you you’re five minutes late. So we spend an inordinate amount of time and energy thinking about the summit of the mountain, but we’ve got to pick the right mountains to climb because all of our time and energy, it’s not spent on the top of the mountain, it’s spent on the sides. And, to me, excellence is about climbing as well as you can.

Pete Mockaitis
And can we hear your distinction between genuine excellence and pseudo-excellence?

Brad Stulberg
I define pseudo excellence as the performance of greatness or the performance of excellence, which is very different than the real thing. So pseudo excellence, in extremis, is the influencer that wakes up at 4:00 in the morning, that has their nose taped, or their mouth taped, or God knows what taped because whatever hole you’re supposed to breathe out of changes once a week.

They cold plunge and they video themselves cold-plunging because you got to give a hype speech for everyone on the internet. Then you have to eat a super restrictive breakfast or maybe your intermittent fasting. Again, depends on what month of the year that you’re in.

And you go on and on and on with all of this complex elaborate kabuki, and what you are is you’re winning a world championship of drawing attention to yourself on the internet but you’re not actually winning a world championship of anything else.

The best athletes, the best entrepreneurs, the best musicians, they don’t have elaborate 47-step routines that they film for Instagram because they don’t have time for that. They’re too busy actually doing the thing. So pseudo excellence, again, is like this performative, “Look how great I am and look at all these steps I do to be great.”

Whereas, actual excellence is, “I don’t have time for any of that. I’m a craftsperson. I show up and I write. I’ve got a team to run. I show up and I run that team. I’m an athlete. I go to practice. Like, I keep the main thing the main thing.” That’s one of the big differences.

The second big difference is pseudo excellence often feigns this attitude of nonchalance. Like, “Eh, like, I’m too cool to care, you know? Eh, maybe I’ll win, maybe I’ll lose.” It’s kind of like, “Eh, I’m too cool. Don’t bother me, I’m too cool to care.”

Whereas, genuine excellence, like there is deep caring and earnestness because you actually give a damn about what you’re doing.

Pete Mockaitis
Yes. You say that caring is essential to excellence. And I absolutely have found that people will say, when I meet them and they say, “Oh, what do you do?” “I’m a podcaster.” “Oh, fun. What’s your show?” “How to be Awesome at Your Job.” “Oh, okay. So how do I be awesome at my job?” It’s like, “Well, I’ve done a thousand plus interviews. So I don’t know how to say this succinctly, but I guess I’ll say care, because fundamentally, foundationally…”

Brad Stulberg
That’s awesome.

Pete Mockaitis
“…that’s not the whole thing, but it’s maybe half the thing and the most foundational thing, in my belief in terms of being awesome at your job, or most things.” So I think we are aligned on this, but I want to hear you preach the gospel of caring to being essential to excellence.

Brad Stulberg
All right, Pete, you can probably remember when you were in middle school, there were popular kids and they were too cool to care. So they sat in the back of the classroom, they never tried in gym, and they made fun of all the kids that tried, right? Well, those kids weren’t cool.

Pete Mockaitis
Yeah, “Trying is lame.”

Brad Stulberg
Yeah, in reality, those kids were just scared and insecure. And they were scared that if they tried and they failed, it would be embarrassing. So it was easier not to care. It was easier to feign nonchalance.

And a lot of adults have yet to outgrow this tendency because when you care, when you do something in earnest, when you really pour your all into something, you make yourself vulnerable to failure, and you don’t have an excuse.

If you sit in the back of the class and you joke around, well, when you get a C, it’s because you sat in the back of the class and you joked around. If you sit in the front of the class and you try your hardest and you get a C, it’s because you just didn’t have what it takes.

And in order to be excellent, in order to be awesome at your job, you’ve got to make yourself vulnerable. You have to care. You have to risk failure. You have to risk heartbreak. And at a certain point, it’s inevitable that you are going to fail and you’re going to get your heart broken. But the benefit, the upside of all the meaning and the satisfaction and the potential performance gains that you get from caring deeply, way outweighs the downside of occasional heartbreak and occasional failure.

So, yes, you have to care. I have this pennant that sits above my writing desk that just says, “GIVE A DAMN” in all capital letters. And I just think, like, that’s it. You only live once, and that’s a cliche, but we’re all going to die. There are things that are worth giving a damn about, and we should give a damn about those things. That’s what makes life meaningful, is figuring out the things that align with your values and giving them your best shot.

Pete Mockaitis
And so, when it comes to caring, we’ve got you’re all in, committed, you’re putting yourself out there, you’re vulnerable. And then you’ve got the folks in middle school who think, “Trying is lame and not cool. And I’m not down with that.” I’m curious, is there a mushy middle when it comes to caring that perhaps many of us could find ourselves in?

Brad Stulberg
I think that there is. I mean, there’s this famous quote from T.S. Eliot that says, “Teach me to care and teach me not to care.” And I think that what he meant by that is, like, you do have to care really deeply for all the reasons that we just said, but you don’t want to become so attached to something that, if it doesn’t go your way, it ruins your entire life.

So you don’t want to be the Olympic athlete whose entire identity is wrapped up in running, and then you get injured and you no longer know who you are. So the way around this is to care deeply and to be all in, but not all the time. And to have a couple different components of your identity that you care deeply about.

So you can care deeply about your performance as an athlete, you can care deeply about your being a husband or a wife or a mom or a dad, you can care deeply about your knowledge work job. That’s okay. What you don’t want to do is fuse your entire identity to just one thing.

Pete Mockaitis
Okay. In your book, you start with the biological, psychological, and philosophical foundations of excellence. Can you share with us what are these defined? And are there any transformative practices that make all the difference within these three domains?

Brad Stulberg
The biological underpinning of excellence is really simple. All living species have this hardwired imperative to survive, to persist, and to flourish. And for the longest time, all that meant was not getting picked off by a predator and becoming old enough to pass on your DNA via reproduction.

We humans, we are really the first species that can have values and goals beyond survival to reproductive age. We want to create, we want to contribute, we want to innovate, we want to build things, we want to make art, we want to design software and make companies, and do all these incredible things. There is this innate drive towards growth in all of us.

And sometimes it gets whacked out of us by society as we become adults, we kind of can go through the motions, or we think that we don’t have what it takes. But deep inside all of us, it’s just, we’re biologically programmed. We are a striving species, right?

The ancestors of ours that became content, they didn’t pass on their DNA, they died off. Like, the apes that survived were the strivers, the ones that were never content, they kept looking for better opportunities. That is our hardwiring. So, biologically, there is this strong desire to flourish and to push toward creation and contribution that all of us have.

Psychologically, we tend to feel best not when we are chasing happiness, but when we are chasing satisfaction and meaning. And there’s this whole happiness industrial complex that says that the goal is to be happy, but happiness is kind of like a butterfly. Like, every time you try to squeeze and catch it, it just slips through your fingers.

Whereas, the pursuit of excellence, as I define it, involved engagement, caring deeply about something that aligns with your values and goals, that leads to more lasting contentment, satisfaction, and meaning. And, of course, there are periods of joy and happiness along the way.

And then, philosophically, every single philosophical tradition, East, West, prehistory, modern times, at the center of all of these is doing what you can to live into your full potential. And that’s excellence, right? It is the standard, it is the process of becoming the best person, the best performer that you can be.

And when we get down to the heart of it, we humans, from whatever way you cut it, we are programmed to pursue big goals and to care deeply about them and to try to develop ourselves along the way. Like, that is what we are made to do as a species. So we should reclaim that and we should try to do it.

Pete Mockaitis
All right. And now, when you mentioned the happiness industrial complex, could you give us some examples of how folks can get derailed by going after the stuff that doesn’t really satisfy?

Brad Stulberg
I think that one of the biggest ways that we get derailed is we think that some kind of achievement is going to make us happy, “So if I just get this promotion, if I just get that bigger house, if I just get that award or that accolade, then I’ll be content.”

Researchers call this the arrival fallacy, and it’s just that. It’s this fallacy that we think we’re going to arrive but we never actually arrive. So the trap is that we can work really hard toward a goal because we think the goal is going to make us happy. But if we don’t actually enjoy the process of working toward it, we’re going to be just as miserable as when we started.

So how do you overcome this trap? What’s the practice? The practice is to make sure that you actually want to spend time on the sides of the mountains that you’re climbing. And don’t climb someone else’s mountain. Because it’s not the summit that’s going to make you happy. It’s whether or not you can find meaning and fulfillment in the climb itself.

I think another way that we chase happiness is, sometimes, we try to avoid discomfort and we try to avoid friction at all cost, or we’ll numb discomfort and friction. We’ll do this with alcohol, with drugs, with gambling, with porn, on and on and on.

And, again, I’m not a purist, I’m not a saint, I have moral failings just like the rest of humanity, but I do think that sometimes we go too far with trying to eliminate friction because we think it’s going to make us happy, when what that does is it makes us empty in longing, and we actually can inject meaningful friction into our life.

The messiness of striving for a goal and having missteps, that imbues life with meaning. The messiness of an actual relationship with another corporal body and all their imperfections and frustrations that comes with it, that actually gives our life meaning. Having to try really hard to do something, that gives our life meaning.

In the book, I have this hypothetical, which is increasingly becoming a reality, which is I say, “Imagine that with AI, with the press of a button, you, Pete, could compose the greatest, greatest musical composition ever. It would win all the Grammy Awards.” Do you think that you’d be really satisfied winning all those awards if all you had to do was press a button?

Pete Mockaitis

Well, no, I’d feel like a fraud and just always wonder, “How come no one else pushed the button?”

Brad Stulberg
Right. So the point is that what imbues the summit of the mountain or the Grammy with meaning is the years and, in many cases, the decades of hard work and struggle that went into it. And I think, increasingly, technology is affording us opportunities to press these buttons.

And it’s not to say that we should never press the button. DoorDash is great. Sometimes I love being able to have food delivered and I don’t have to go out and get it. Wonderful. Great technology. But if our whole life becomes pressing a button to get a result, I think that the result isn’t happiness. The result is emptiness.

Pete Mockaitis
Yeah, this really gets me thinking here. A friend and guest of the podcast, Kwame Christian said, I don’t know if he made it up, but he said, “You don’t get bonus points for not using all of your resources.” And I’ve been thinking about that a lot because, in a way, it feels like you do because there’s something to that, the struggle and the meaning that comes with doing hard things and the effort.

And, in some ways, if you have resources, like push-button easiness, and you don’t use them, you kind of do get to feel some extra victory and meaning, like, “Hey, I did it without leaning on these pieces.” But yet, at the other side of the coin, I think there are times when it may very well be ideal for us to go ahead and use the resources.

I’m thinking about, for example, if folks struggle with attention and they think, oh, maybe seeing a psychiatrist and looking at medication for ADHD things is cheating, or, “I’m trying to lose weight and I’ve been struggling. Ozempic or Rogovia or some of these drugs, that’s cheating.”

And so I’d love your hot take on this, Excellence Master, on how we think about using our resources, the easy button. Is cheating a real thing?

Brad Stulberg

I mean, cheating is a real thing. Cheating means that there are rules to what you’re doing and you break the rules. I do not think that taking GLP-1 for weight loss is, by any means, cheating. I don’t think that taking medication for attention deficit and hyperactivity disorder is in any way cheating. I think that these are all really valuable tools in the toolkit and we should do everything that we can to flourish.

What I am saying is that if one’s entire life becomes pressing that button, then the result will be emptiness. So if there was a medication that you could take that just eliminated the need for effort in anything, I would not take that medication. I don’t think that would be good.

If you have struggled with your weight and food noise your entire life, and it just absolutely hampers your ability to flourish, of course, you’re going to take that medication. You don’t get extra points, to quote Kwame, or you don’t get a trophy for white-knuckling it. What that makes you is an idiot. Take the medicine.

I think that the metaphor that I like to use is, coming back to where we started, right, like deadlifting. If I were to go into a gym, and instead of deadlifting, I were to go into the gym with a forklift, and have the forklift pick up the barbell for me and then leave the gym, I would get nothing out of that experience, right? It would defeat the purpose, even though I could deadlift more weight.

But I don’t because the whole point of that experience is to exert effort and to struggle toward a goal. However, if I go to IKEA, you better believe it, I’m using the forklift to pick up the bed. I’m not trying to pick up the bed at IKEA because the point of going to IKEA isn’t to lift weight, it’s to get the bed.

So there’s a time and a place to use the forklift. And I think that people default to this extreme, which is like using the forklift is cheating. No, that’s nonsense. It’s like kind of like the barefoot people. And, listen, I don’t want to make enemies.

For some people running barefoot is great, but like shoes are an incredible technology. You’re not tougher if you don’t wear shoes. However, if your entire life becomes cushioned and padded to keep playing the metaphor, yeah, like you might be missing out on something.

Pete Mockaitis
Yes. I think that’s well said because there are so many domains of our life, like we are facing multiple challenges, sometimes it feels like too many darn challenges all at once. And so if there are tools, approaches that make results in one domain easier, there are sensible, you know, pros, cons, risks, rewards, cost, benefits, side effects, doctor advice, all the things, right? Then, yeah, have at it. That’s kind of where I’m coming out is…

Brad Stulberg
Yeah, you just don’t want to do it necessarily in the primary thing that gives your life meaning. Here’s another example, okay? My primary craft is writing, and I don’t use AI when I write because I don’t want to, and the value that I get out of writing is actually the satisfaction of struggling and working really hard.

However, I use an Excel spreadsheet to keep track of my revenue and expenses. I don’t sit there and add up the math on a sheet of paper because that’s not my primary thing. And, like, that’s it. And I think you got to identify, like, “What are the primary things?” And then outside of those, you should absolutely use all these technologies and resources to make life easier.

Pete Mockaitis
Well, in the domains of focus and concentration, you mentioned those are our core pillars of excellence. If folks are struggling with distractions or difficulty with focusing, do you have any top tips on prevailing amidst this environment?

Brad Stulberg
I think that the key thing is the last thing that you just said, this environment. So this environment is very much rigged against us. And I think reclaiming focus starts with trying to design these micro ecosystems around you that make it easier to focus. So what does that mean? It means that when you sit down to read a book or to do work or to have an intimate conversation, don’t bring your phone into the room with you.

Don’t have it face down and off. There’s research that shows that even a phone that is face down and on silent, like we all do, it detracts about 40% of your ability to focus because, even if you don’t reach for the phone to pick it up, the amount of willpower it takes to resist reaching for the phone and picking it up encroaches on what you’re doing.

So remove the phone, remove the digital devices, create these spaces and times throughout the day where you can really settle in and engage with depth and with full focus. So get upstream, change the environment. That’s the first thing.

The second thing I’d say is, much like the industrial revolution gave us cars and forklifts and all these things, and as a result, many people, we don’t live the same kind of active lives as our ancestors did. So you need to go to the gym to exert yourself, to be “physically healthy.” I think, increasingly, we’re going to have to do that for our mind.

So, for me, what is going to the mind gym? There’s nothing better than reading a book. And I’m biased because I’m a writer and my livelihood depends on people reading a book. But there is so much research that shows that the art of sitting with a hard copy book, and focusing and reading it and taking notes on it and having associative creative ideas, like that builds one’s ability to focus more than anything.

So I would say, much like if you want to train a muscle, you’re going to train three days a week for 30 minutes a day, you’ve got to start thinking about your brain like your cognitive muscle. And in order to train that muscle, there’s nothing better than setting aside time to read a book.

Something else that can be really helpful is just, in these small crevices throughout the day when we’d, otherwise, reach for like the adult pacifier, i.e., a phone or something to distract us, just to sit with your own thoughts.

So a great way to practice this that I do all the time, is I’m out to dinner with my wife or with a friend and they have to go to the bathroom. So instead of picking up my phone while they’re in the bathroom, I just sit in the restaurant, right? I just sit with my thoughts. It’s like three minutes.

When I am running errands, I’ll go into the grocery store, I’ll leave my phone in the glove compartment of the car so that when I’m waiting in line, I just have to sit and wait in line. So just reinserting these small moments of time when we de-habituate to the perpetual distraction.

Pete Mockaitis
Can you expand upon the research showing that simply reading a book is transformational for our capacity to focus?

Brad Stulberg
Yeah, a lot of this comes out of the work of Nicholas Carr, and he began this about a decade ago. And what he found is that, when we read a hard-copy book, because it’s not hyperlinked, our brains don’t have the option to click away from it, okay?

So, like, even if you’re reading on your computer, like there’s a hyperlink, there’s a click, it’s just kind of asking your brain, like, “Ooh, there’s something more exciting, there’s something new, there’s something novel.” Whereas, when you sit down and read a book, like the whole package is in front of you.

When you read a book, you also cannot multitask. It is impossible to be both reading and doing something else at the same time. You just can’t. I mean, maybe you could, like, walk really slowly while reading, but you can’t read while you do the dishes. You can’t read while you drive a car, at least not safely. So it also is this forcing mechanism to single task.

And then the other thing that reading a book does is it builds sustained concentration and sustained focus. So if you haven’t read a book in a long time, you sit down to read, and just making it through like two pages is going to be really challenging, right? You’re going to feel the urge to check your phone, to put down the book, to entertain whatever thoughts you’re having.

And then the next day, maybe you make it three pages and then four pages, and then you get stuck on four pages for a week, but much like a muscle, you keep going back to the gym, eventually you get to eight pages. And then before you knew it, you can actually groove in and you can read 40 pages without being distracted.

That kind of progressive overload is what it’s called an exercise, but the ability to slowly build the muscle to concentrate and focus, a book is just the perfect mechanism for that because you’re literally turning pages and adding more and more focus each time you sit down to read.

Pete Mockaitis
All right. Well, Brad, tell me, any final things you want to share before we hear about your favorite things?

Brad Stulberg

I think this was a really good conversation. We got to touch on, I think, some of the interesting ideas in the book. We scratched the surface. So if you all found this interesting and valuable, I highly recommend you go get the book for more. But as always, Pete, you do a great job teasing out some of my favorite things. Well, now I guess we’ll actually get into my favorite things.

Pete Mockaitis
Yeah. Well, we can start with me, of course, flattery accepted. How about a favorite quote?

Brad Stulberg
Favorite quote comes from Robert Pirsig who says that “The only Zen on the tops of mountains is the Zen that you bring up there with you.”

Pete Mockaitis
Okay. And a favorite book?

Brad Stulberg
My favorite book is Zen and the Art of Motorcycle Maintenance, written in 1974 by Robert Pirsig.

Pete Mockaitis
All right. And is there a key nugget that folks really love and quote back to you often, a Brad original?

Brad Stulberg
Yeah, I think there are a few, but one is this notion that consistency is more important than intensity. So instead of trying to hit home runs, you just have to put the ball in play over and over and over again, and then eventually the home runs start hitting themselves.

Pete Mockaitis

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

Brad Stulberg
The best place is the book, The Way of Excellence: A Guide to True Greatness and Deep Satisfaction in a Chaotic World. You can get it from Amazon, Bookshop.org, Barnes & Noble, pretty much wherever you get books.

Pete Mockaitis

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

Brad Stulberg
I think, identify what is worth caring deeply about and give a damn. Don’t be too cool to care. There’s actually no such thing. Caring is cool.

Pete Mockaitis
All right. Brad, thank you.

Brad Stulberg
It’s always a pleasure.

1061: Making Yourself More Promotable by Building Your Presence with Lorraine K. Lee

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Lorraine K. Lee shares how to master your presence so that you can stand out and be recognized.

You’ll Learn

  1. How to make sure your work is seen by the right people in the right places
  2. The TEA framework for building great virtual presence
  3. The trick to delivering a unique and powerful introduction

About Lorraine

Lorraine K. Lee is an award-winning keynote speaker and the best-selling author of Unforgettable Presence: Get Seen, Gain Influence, and Catapult Your Career (Wiley).

Lorraine brings unique expertise in empowering both high-potential and established leaders to supercharge their presence, influence, and impact. She is passionate about helping ambitious professionals go from invisible to unforgettable in the modern workplace, and her frameworks have been adopted by Fortune 500 companies and other globally recognized organizations including Zoom, Amazon, Cisco, and McKinsey & Company. 

With hundreds of thousands of LinkedIn followers, she is recognized as a LinkedIn Top Voice in workplace communication and presence. When Lorraine isn’t speaking, she teaches popular courses at Stanford Continuing Studies and LinkedIn Learning that reach a large global audience.

Before starting her own company, Lorraine spent over a decade as a founding editor at top tech firms like LinkedIn and Prezi, where she worked on core products including the LinkedIn Daily News module and LinkedIn Newsletters.

Lorraine’s insights have been featured in media outlets including CNBC, Forbes, Inc., Bloomberg, Fast Company, and Entrepreneur.

Resources Mentioned

Thank you, Sponsors!

Lorraine K. Lee Interview Transcript

Pete Mockaitis
Lorraine, welcome!

Lorraine Lee
Thank you. I’m so excited to be here.

Pete Mockaitis
Oh, I’m excited to be chatting as well. And I think presence is something that comes up often with listeners. And I’d like for you to start us with a particularly surprising or counterintuitive discovery you’ve made about professionals and presence while putting together your book, Unforgettable Presence.

Lorraine Lee
Oh, gosh. I feel like so many things that I had to learn the hard way over my career, but I would say one of the biggest surprises for me in my career was that doing really great hard work is not enough to get promoted, to get noticed, and to have a presence at work.

Pete Mockaitis
Okay. Really great, hard work is not enough. Can we get noticed and advance without it?

Lorraine Lee
You definitely need it. It’s definitely a foundational piece, but you need to take it one step further. So, yes, you are viewed as a great worker, someone who executes well, delivers great results, and you need to make sure that you have the presence, and that you are making sure that your work is being seen in the right places and has a presence in the right Slack channels, for example, in emails, and in all the places, essentially, where important people are who need to see your work to know about it.

Pete Mockaitis
Okay. And could you give us a story that illustrates this? We could see someone who was working hard, it wasn’t doing the trick, but then they did the other stuff and away they went.

Lorraine Lee
Of course. So, this is the intro that I talk about in my new book, Unforgettable Presence. And I start off sharing my experience working at LinkedIn. So, I spent most of my formative twenties at LinkedIn. It was my dream job. I worked on really exciting projects, very high-profile projects. I was well-liked by my colleagues. I liked my coworkers as well. By all accounts, looking on paper, it should have been, “Oh, of course, she’s going to get promoted at some point.”

But as hard as I tried, once I was in that mid-level position, it was really hard for me to make that jump to senior leadership, and it never ended up happening for me. And I couldn’t figure out why, I was like, “Oh, everything seems to be correct that I’m doing.” And it wasn’t until I left LinkedIn and I had more time to reflect and really think about what went wrong that I realized presence was a big piece of it, making sure I was advocating for myself, making sure I was visible, and really making sure that what I was known for in my career brand was reflecting what I wanted it to be.

And so, thankfully, that self-reflection allowed me to approach my next job with more intention, with more strategy so that I ended up getting promoted after one year there into a director-level role. And I really attribute that to all the lessons I learned while I was at LinkedIn, and all the things I saw that I could have done better. I brought that to my next company and was able to move up much faster.

Pete Mockaitis
Okay. Well, as you reflect on your time at LinkedIn, are there any particular face-palm moments of embarrassment as you think, “Oh, my gosh, I was so young and foolish and naive. I definitely should have done X, or I definitely should not have done Y”? Could you give us a couple bullet points on just some of the very clear in-hindsight retrospect specific things that were missed opportunities?

Lorraine Lee
There was one conversation I remember I had with a former coworker. And she, again, all similar to me, like well-liked, did great work. She had been at the company a little bit longer than me. And I always wondered in the back of my head, “How come she hadn’t gotten promoted yet in all the time that I knew her?”

And I remember one day, we get into the office and they announced promotions and she gets promoted. And I was so excited for her, so happy for her, I went up to her, congratulate her to talk to her about it. And I asked her, I’m kind of like, “This is so great. Like, I know you’ve been wanting this. Like, what happened? Did you have to do anything for it?”

And she shared this piece of advice with me. She said, “Oh, my manager didn’t even know that I wanted to get promoted.” And I feel like that was like a huge, just like, oh-my-gosh moment where, to me, of course, I’m like, “Oh, doesn’t everyone want to get promoted? Everyone wants to move up, and my manager knows I’m ambitious, right?”

And the fact that she had to say it, I feel like that was a huge game-changer for me in terms of like, “Oh, you have to be really explicit.” And I think even while I was at LinkedIn, I wasn’t explicit enough even after I learned that. But like later on when I moved to Prezi, I was like, “This is my goal. You know, I’m trying to reach it within a year. These are like the steps I’m going to take to get there. What do you think?” you know, checking in with my manager.

And so, I feel like that’s a big one that people don’t realize, is that there are certain assumptions we can make, like, “Oh, I’ve worked at a company for a certain number of years. Oh, I’m working on this really cool project. Definitely that’s enough to get promoted,” but there’s so much more that goes into it behind the scenes. But first things first, make it clear that that’s what you want in the first place.

Pete Mockaitis
Yes, absolutely. And it’s so funny. I think that there’s a macro lesson there just in terms of assumptions. And I think it’s just our human nature to think, “Well, but of course, isn’t this what everybody wants?” And it’s not. We all want very different things for very different reasons in terms of some people say, “Do not, under any circumstances, promote me. I am loving the groove that I’m in,” talking to customers, or doing some coding, or doing the sales thing instead of leading people doing the thing. It’s like, “Do not, under any circumstances, promote me. I am digging it.”

And I think it’s so funny, just the weirdest flashback. I remember I was running a model UN Conference in college, and I got a stern email from one of the advisors of the groups that was coming to our conference, and she said, “Uh, I’m so distraught that we’re bringing all these students, but we don’t have any Security Council countries.” It’s like, “Oh, well, you didn’t put down that you want any Security Council countries.”

And you might assume that, of course, if you’re doing a model UN Conference, you want the Security Council countries. They’re awesome. But some people find that very intimidating to be in a small group of 15, you know, doing the thing. And so, I was like, “Oh, do you want these countries?” Like, “Well, yes, please.” And so away you go.

So, I think that’s huge right there, is we have assumptions about, “Well, of course, everyone wants to be promoted,” or fill in the blank for anything in your career. That’s huge right there.

Lorraine Lee
That’s such a good call. I talked to someone recently and she said her husband has, similarly, like you just said, like he does not want to get promoted because it means that he has to go into the office a few days a week. Like, his manager has really wanted to promote him and he’s like fighting it like, you know, at all costs. He’s like, “I don’t want to get promoted. I don’t want to go into the office.” So, like you said, everyone has different life circumstances and goals at different points in life.

Pete Mockaitis
Certainly. And then, thinking from the other perspective of the manager, when the manager sees there is a big complex, tricky project coming up, exactly the sort of thing that doing well could make folks think, “Oh, maybe we should promote this person,” they don’t know. It could feel like, “Hmm, I could present this to Lorraine, but would that feel like an imposition?” Like, “Oh, more work and stress and responsibility. I’m not into that.” So, they don’t even know, “Would that be a welcome or rejected?”

Well, any other face-palm insights from your time at LinkedIn?

Lorraine Lee
I think another one was the way you present your work also needs to be strategic. So, it’s not just, “Oh, I’m going to be visible and I’m going to list off every single thing I did,” or, “Oh, I’m going to be visible and I’m going to, like, shoot off a quick email.” It actually takes, it’s a skill, which I think is also quite interesting and it took me a while to realize too.

It’s a skill to learn how to position your work, to understand the stakeholders who are receiving the information, to know how to talk yourself up, talk your team up in a way that others will embrace. And so, LinkedIn, we sent out a weekly newsletter on behalf of the whole team. And that was really great practice for me to see, “Oh,” I would put my information in and then we had someone on the team just editing the whole thing.

And sometimes he would cut things out. Sometimes he would rephrase things. And, similarly, like when I would send out an email on a project I was working on, I would show it to my manager, and say, “Hey, what do you think of the way I’m presenting this? Does this work, given the audience? Am I presenting this well?” And so, he or she, depending on my manager at the time, would go in and make edits. And so, that was also very eye-opening, how much work goes into those kinds of emails. It’s not just like a quickly dash off thing.

Pete Mockaitis
Well, so let’s speak about that for a moment because I think it’s quite possible there’s a segment of listener who says, “Oh, that sounds miserable. And are we trying to get something done here, Lorraine? We’re trying to add value, solve problems, build, ship stuff, build features, delight customers. And we’re fiddling over how we’re wording an internal email. Is this really time well spent?” How do you respond to this?

Lorraine Lee
It is. I get it. I get you’re like, “Oh, there’s just so many other things we could be doing,” but that’s a huge part of, like I said at the beginning, like working hard, getting cool things done. I mean, that’s great. But if no one knows about it, like what’s it all for? And so, I like to use the analogy, “If a tree falls in the forest, did it make a sound?” If you worked hard, but no one knows about it, like, did it even happen, right?

So, we have to, again, mindset shift, like, in order to take control of our career, to be the CEO of our own careers, I talk about in the book, to be more intentional with our career, there’s a bunch of different puzzle pieces that go into it, and advocating for ourselves, being more visible with our work, that’s one of them. And it’s going to benefit the team. It’s going to benefit everyone when they know what you’re doing, when they can help connect dots, when you can connect dots, and really understand the impact that your team is having.

Pete Mockaitis
Okay. Well, tell us what would be perhaps your recommended first puzzle piece, immediate initial steps in building an unforgettable presence?

Lorraine Lee
The first thing is mindset and understanding the concept of a career brand. And so, a lot of us, we, or, you know, speaking for myself, you enter the workforce, and you just come from school, and you think there’s sort of a set path for you, “I’m going to work hard up in here for two years. I’m going to get promoted, and keep moving up the ladder.” And that’s just not the way that corporate America works at this point.

And so, to understand that and to have the mindset of, “Okay, I need to be in control of my career, be the CEO of my own career, and really take things into my own hands. So, I’ll just be passive,” and let things happen to you, I think that’s the first step. The second thing I would say is understanding this concept of a career brand, which is essentially a personal brand, but a reframe in a way that maybe makes people feel less like cringy about it.

So, personal brand is something we all have already and it’s essentially our reputation and what people say about us when we’re not in the room. So, thinking through your personal brand or career brand and understanding, “Okay, how do people currently perceive me? And how might I want them to perceive me in the future?”

Now, if I had done this exercise at LinkedIn, I would have realized, “Okay, the way that people are probably describing me, executor, hard worker, fast worker,” all these adjectives are not necessarily the adjectives that people use to describe leaders, which would be more like strategic, visionary, cross-functional collaborator, whatever it is. And so that’s really critical, too, to make sure that you are just self-aware of like where you’re at currently. And once you know that you can start making adjustments and moving towards that future self, whatever your goals are.

And then the third piece of that, I think, is your virtual presence and realizing that that’s a really important piece. Your virtual presence on video, your virtual presence on LinkedIn, those can sometimes be even more important than our in-person presence because we’re meeting most people virtually first. And so, to be intentional about that and think about, “How do I want to show up in those spaces?” is really critical.

Pete Mockaitis
I like that a lot when you talked about the brand keywords there, like hardworking, conscientious, detail-oriented, any number of these words. These sound like good things, like, “Hey, would you rather your employee be these things or the opposite of these things?” “Well, yes, yes, yes. Hardworking, we want that, certainly.”

And yet, as you’ve nicely highlighted, those are not the same things as what we think of in terms of an executive. And I think that, in a way that is applicable for any brand that you encounter, like there’s a time and a place for Chipotle. Think about eateries. And then there’s a time and a place for, say, Chick-fil-A, or Starbucks. So, these are big, well-known brands. And yet, we can say good things about each of them, and they may not be the match for what you’re seeking in a given gathering, moment, encounter, etc.

Lorraine Lee
Yeah. And it also depends, like, “What are you striving for?” Yeah, if you like being a hard worker, you like where you’re at, and all those are positive adjectives that describe you currently, great. But if you’re wanting, like me, like I was to advance and to be seen as a leader, you have to make some adjustments and change your perception in other people’s eyes.

Pete Mockaitis
So, let’s just get an example here. So, if we’re thinking, okay, all right. I want folks to be putting the adjective strategic onto me, to have these things tied together in terms of my brand vibe, what might I do in the course of living my career life to get strategic associated to me?

Lorraine Lee
There’s a lot of different things you can do. I think one of the first things I always say, like when you have a goal you’re working towards something, is to lean on the people around you, and, again, like make your goals known, but also build those relationships at work so that people, they know your goals. I call it, in the book, a feedback circle.

So, find your feedback circle. Who are the people who you know want you to succeed, who are going to give you honest, truthful feedback, who are going to look out for you? And as you start doing things with them, like, “Oh, I’m going to be presenting in a meeting next week, and I want to be seen as more strategic. Can you observe my presentation and let me know if you feel like, you know, I’m closer to that or do you feel like I’m still too in the weeds?”

So, the more you can bring people into what you’re trying to do and give you the feedback, they’re going to be looking out for you because I think the hardest thing to do when you are trying to change someone’s perception of what you want to be known for, is that you need other people’s feedback. Like, you don’t want to operate in a vacuum.

So, in the book, I talk about the EPIC career brand framework as a way to start thinking through what your brand is, how you want to position yourself. And so, EPIC stands for experiences, personality, identity, community. So, that C piece, knowing how your network sees you, knowing how others see you, that’s going to be critical and making sure whatever it is that you want to change to, like you’re staying aligned.

And then I had the chance to interview Dorie Clark in the book as well. She’s amazing. And she talked about the brand as raindrops and, like, you have to keep sort of repeating, dripping, you know, multiple mentions of your brand, and keep mentioning it, especially if you’re trying to change it, over time in many different places. It’s not like a flip of a switch, all of a sudden, you’re strategic. It’s going to take a little bit of time, consistent actions, consistent visibility, and just staying consistent with your actions in order for other people to see you like that.

Pete Mockaitis
I hear that, that makes a lot of sense there. We’ve had Dorie on the show a few times. She’s wonderful.

Lorraine Lee
Oh, good.

Pete Mockaitis
With the multiple exposures, that makes all the difference in the world because if it’s a one-time thing, you mentioned, like, “Wow, Lorraine was really sharp today. That was cool. Huh, I guess she had a good night’s sleep.” It’s almost like, “That’s sort of a one-off. That’s an exception,” versus, “Oh, I guess that’s who you are now. Cool.”

Lorraine Lee
Yeah, exactly. Like, it just takes so many repetitions and, especially, again, like so many of us are hybrid, virtual, like we are just so distracted. There are so many different places now we can communicate, we can see each other, and so you have to just keep going, and you got to, like, find all the right channels, and make sure it’s repeated constantly.

Pete Mockaitis
Now, the P of EPIC is personality. So, Lorraine, are we supposed to change our personality? Isn’t that inauthentic and fake? What do we do in there?

Lorraine Lee
Definitely do not need to change your personality. So, the personality piece is, yes, your personality and the soft skills that make you who you are. So, for example, I’m introverted. I know Dorie is introverted as well. And I talk about introversion all the time on LinkedIn. Like, that’s part of my brand. And I want people to know that I’m introverted because me being introverted means that I work a little bit differently. I think a little bit differently than perhaps what you conventionally would expect to see in corporate America.

And so, having people know whether you’re a more serious person, whether you’re like the culture builder and you’re always bringing energy, like that also impacts, like, “You have a big project? Hmm, we need certain personality types to keep this all going, to keep this moving.” You want people to know who you are and within reason. Like, you’re still in a professional setting, but showing more of your true self can also help people connect with you, and then know more about what you bring to the table.

Pete Mockaitis
Well, let’s just say that I have a personality that some might call quirky or eccentric or weird, to be less positive. If we find ourselves where that’s true, just the way we are is distinctive, but maybe not in an advantageous way, what are we to do with that?

Lorraine Lee
I think If you have a personality, and it’s like rubbing a bunch of people the wrong way, and maybe it’s like something about the way you’re communicating, that might be worth revisiting. Like, what is going on? But if you have a quirky personality, a “weird” personality, I hope that you find a place that values those things because we don’t want to work with people who are all exactly the same as us. That’s not going to lead to better business results. And I just feel like work is more boring that way, right, when everyone is the same.

And so, don’t try to change your personality to fit everyone else. But if your personality, there’s something about it where you’re like constantly getting negative feedback or things are coming across a certain way, it isn’t helping your career, then I think maybe you probe a little bit deeper, try to understand how others might be perceiving you. It might not be your intention.

Pete Mockaitis
Certainly. That’s well said. Like, there could be just a couple things, like, “When you say words like awesome and cool beans, that doesn’t feel professional enough for our executive-level attorney clients.” And so, it’s like, “Oh, well, that’s easy. No problem. That’s a quick tweak there,” versus like, “The way you are.”

Lorraine Lee
You’re being.

Pete Mockaitis
Yes, “The way you speak and be, seems like it would vibe more with a writing room of a comedy TV series than in a super buttoned-up professional services environment.”

Lorraine Lee
We all have different sides of our personality. So, like I have a more professional side of me that’s different than how I am with my friends, which is different than how I am with my family, and so that’s okay. Like, you can still be bringing different parts of your authentic self to those different situations, but, you know, sometimes it might require some tweaking or just adjusting some things just based on the context and setting that you’re in, like you said.

Pete Mockaitis
Okay. Well, speaking of letters standing for things, how’s that for a segue? You mentioned the UPI, a unique and powerful introduction. Tell us, what is this? Why is it important? And then I want lots of demonstrations.

Lorraine Lee
Sure. The UPI, I came up with this concept because I felt like, in a lot of meetings that I was in, a lot of networking events that I would go to, the introduction felt like such a throwaway moment for a lot of people. They would either just kind of rush off, you know, mention their job title, their company, or like, “Oh, I’ve been at the company for three years,” but that didn’t really tell me much.

And you don’t have to be speaking for, like, five minutes and having a super long-winded introduction, but adding just a little bit something extra, I feel like goes such a long way in others better understanding the value you offer, who you are, more of your personality. You come across as more authoritative, depending on what information you’re going to include.

And so, I started experimenting with this myself when I was at Prezi. So, I used to say something along the lines of, “Oh, I lead the editorial team at Prezi.” Well, okay, to me, I know what that means, but to someone who’s never worked with an editorial team before, like, “What the heck do you do?” So, then I changed it to, “I lead the editorial team, which means that I collaborate with a lot of business leaders such as yourself. I help them create educational content through Prezi. And then we distribute that to help inspire our millions of users.”

And so, with that, you now understand what I actually do. You understand some context, like, “Wow, you have hundreds of millions of users. Like, that’s a very powerful thing and an impressive thing,” so there’s like a little bit credibility there. And now you’ve learned a little bit more about me. And so, there’s a lot of different ways that you can approach that.

But I wanted people to, again, like intentionality is a key theme, but to be more intentional, to think, “Okay, every moment that we have with someone is a chance to leave an impression, to create unforgettable presence.” And we’re meeting new people all the time, right, new colleagues, clients, partners, like whoever it is. And so, that’s what the UPI was built for; unique and powerful introduction to remind people to think a little bit more about this important moment.

Pete Mockaitis
And I’m thinking back to occasions in which, you know, a project team is assembled from across different departments, and so folks are meeting each other for the first time, like a kickoff meeting, and so everyone goes around and they say a little bit about, you know, who they are. And it’s funny, I remember, I always found that very boring.

So, when you say that, “Hey, here’s an opportunity to be unforgettable,” I’m thinking, “Well, wow, we’re really raising the bar here associated with what is a common practice.” So, part of it is just defining terms. So, I know with that, “What does editorial team mean?” Okay, I can really visualize that in terms of what that look, sounds, feels like in your daily practice. Are there any other particular principles or pointers that you would suggest when sharing your unique and powerful introduction?

Lorraine Lee
There’s definitely an opportunity to use more of, like, a mission or vision statement for yourself. So not just job title. But, for example, like when I meet people now, like I might say something like, “Oh, I’m super passionate about helping rising leaders and ambitious professionals go from overlooked to unforgettable.”

So, I’m sort of, I’m stating the problem I solve. I’m not even mentioning my job title. And someone might say, “Oh, like how interesting. Tell me more. Like, how do you do that?” “Well, I speak, I teach, etc.” So, it gives you kind of an opening there. There’s also an opportunity to mention something personal about yourself.

So, I’ve definitely been on calls where someone’s sharing their title, the company, “Oh, and I have three dogs and in my spare time, I really love to bake.” “Oh, great. Okay. Some personal information. Now I kind of get to know you a little bit more on a less surface level and maybe we have a hobby in common that I just learned about, or at least I can, you know, turn to you, ask you for more about that later.”

So, there’s a lot of different ways that you can approach it. There’s no sort of cookie-cutter template to use. And I think that’s the beauty of it is that you might have one UPI for a networking event, you might have a different UPI in a team meeting, and you might have a different UPI on a client call.

Pete Mockaitis
And what you just did there is it sounds like you have thoughtfully crafted and practiced, or at least experienced saying it many times, what you just said there, as opposed to, “Hey, so tell me about yourself, or what do you do?” Like, this doesn’t just pop into your head and out of your mouth impromptu willy-nilly.

Lorraine Lee
Think about where you are, what would make sense given the people who are there. Practice, like you said, because sometimes when it’s, you know, you’re not just saying your name and the company you work for, it’s a little bit.

Unusual, so it might take a little bit practice. And then you can also, again, like leverage your manager, your friends, your family, like, “Hey, here’s how I’m planning on introducing myself. What do you think?” So, again, like I’m so big on feedback. And so, if you’re not really sure like, “Oh, is this too long? Is this the right information to include?” bounce the ideas around.

Pete Mockaitis
Well, can we have some more demonstrations?

Lorraine Lee
Okay. So, one might be, like, I’m on the engineering team, and I work on, or so some people might say like, “Oh, I’m an engineer,” at whatever company you work at. Okay, well, there’s lots of engineers who work on a lot of different products. So, “I’m an engineer working on the homepage,” is already more information, right? And, “You can turn to me anytime you have a feature request or you see a bug, like, I’m the person to go to.”

“Okay, great. Now I know what to go to you for. And now I also,” again, like that added credibility, “Like, you’re not just like any engineer at the company. You are working on this. You are the lead of the project,” for example. So that might be one.

But there are other folks, too, who are like, instead of just saying like, “I’m in customer service,” “I make sure that our customers remain satisfied, and I cut down whatever complaints by like 20%,” whatever it is. You can add a metric in there, for example. But explaining what you do without saying the exact title, I think, is another nice approach, where it’s just a little bit more conversational as well.

Pete Mockaitis
Yeah, it seems like some of the ingredients here are, it’s not just title or department. We have the specificity necessary to be able to really visualize what’s up, what’s going on. You might throw in a result. You might throw in what you’re personally passionate about. There might be a metaphor.

Any thoughts for how short is too short and how long is too long?

Lorraine Lee
I would say a few sentences is good, no more than a few sentences. I think you don’t want to, you can kind of feel it, right, if you’re just like still talking, and you’re like, “I’ve been kind of explaining about what I do for a while.” Like, you want to have some back and forth. So, you want to just give them enough where you create some intrigue, and then that creates some conversation. Like, they want to ask, “Oh, tell me more,” or, “Oh, that’s super helpful to know. Like, here’s what I do.”

And so, I think, again, like depending on the context, I think networking events, you can be a little bit more mysterious or kind of present the problem that you solve. It’s a little bit different maybe at a company where you might want to just describe more what exactly it is that you do on a daily basis. But, yeah, I think, you know, trust your gut.

Pete Mockaitis
Certainly. But, yeah, and that’s how you learn whether or not it’s resonant or off-putting, and how you have different versions for different audiences, so that’s really handy. Can you tell us, in the world of a virtual presence, are there any top do’s or don’ts you’d highlight for folks?

Lorraine Lee
Yes, so many. I will start off talking about the TEA method. So that stands for tech energy and aesthetics. You can tell, Pete, I like a lot of acronyms. So, TEA stands for tech, energy, and aesthetics, and those are the three things that you need to think about before you jump on a call. And I came up with that because I feel like virtual presence, video presence, can sometimes feel very overwhelming.

Like, there’s a lot of things you can do and there’s a lot of things we see, like we see like podcasters with fancy backgrounds and mood lighting and all this and that, but we don’t really need that in order to make an impression, to stand out, to create a strong presence. And so, with tech, you’re going to want a good microphone, a good webcam, maybe some software to help enhance the sound, whatever it is.

Energy, you’re going to want to make sure that you are having energy on the call, communicating in such a way that allows you to develop and build relationships. And then aesthetics, you want to make sure that you look good on camera, too. And so that includes things like your framing, your lighting, and going back to energy, like body language is also an important one, I forgot to mention.

But there’s a lot of different things that go into those categories, but focus on those three, get the basics down and you will be off to a really good start, better than most people. Even after all these years remote, you would think everyone has it figured out, but that’s not the case.

Pete Mockaitis
Well, those are nice. And maybe if we could hear perhaps a couple of sub-bullets there. With regard to tech, any do’s or don’ts? Like, you see all the time, like, is the lighting bad? Or is microphone troubling? Or what would you zoom in on as some very common things that need corrected?

Lorraine Lee
Sure. The first one, I would say, if you have to get anything new that you don’t already have, microphone is probably the most important because if someone has bad video, if you can hear them, you can still be engaged. If you can’t hear them and someone just, it’s just chopping in and out, I’m sure we’ve all been on those calls, it’s so frustrating. You’re like, “I can’t, I’m sorry. We have to reschedule this.”

So having a microphone because our microphones in our laptops are not great. That’s key. And then I think, with your webcam, or having a webcam in the first place, I think is also really important because I still see this. A lot of people will have their monitor here and their laptop camera here, and so they’re looking at their monitor and they’re not making eye contact. And eye contact is a key part to aesthetics, making sure we look good and also energy, too, making sure we’re connecting.

And so, that’s another one that I see a lot of that people are sort of defaulting to the monitor, but they don’t have a camera there. And it’s just not a very good experience for the person on the other side. It’s really hard to stay connected that way.

Pete Mockaitis
Yeah, I hear you there. And, well, I’ll restrain myself from just rattling off tons of things because I love this. But, if I may, I’ve got a fun little tidbit called Elgato Prompter, which means that I am able to look at you and the camera at the same time, which is so fun for me and people. They’re like, “It looks like you’re looking right at me. How is that even possible?” So, that’s just really fun.

And then with regard to the choppiness, that’s usually a matter of internet reliability, connectivity, bandwidth. And talk about assumptions, I assumed everybody in the world use Speedtest.net on a daily basis. They don’t. So, that’s just a PSA there.

You’ve got a tip for how to avoid a “resting business face” on calls. First of all, what is this phenomenon of resting business face? Why do I want to avoid it? And how do I do so?

Lorraine Lee
So, RBF is a play on the other RBF. And, basically, when we’re on video, I mean, most of us are at home or in some sort of relaxed environment. And it’s so easy to forget what our expression looks like when we are passive listening to someone else. And so many of us do, because we’re relaxed, right? We’re just like kind of at home, just leaning back in our chair, like furrowing our eyebrows, or whatever it is that we’re doing.

And even if you have, yeah, like, a neutral expression on your face, like we want to look like we’re engaged. We don’t want to look like we’re not wanting to be there. And so, to be aware of your facial expressions is key. And so, I know it’s super obvious advice, but it goes a long way. Smiling, you know, get on a call, smile, look like you’re happy to be there with the person. Look like you’re engaged and wanting to chat. Like, small things like that go a long way.

And then adding your body language, your hand gestures, things like that like it’s going to feel, make it feel more like an in-person conversation. It’s going to be easier for all of us to stay engaged. And then also, break free from the RBF, because I feel like the RBF happens when we’re relaxed and just not really thinking about how we’re coming across.

Pete Mockaitis
That’s so good. And I had a tip from a high school teacher, and he said, “You know how you can instantly look 10 IQ points smarter? Close your mouth.” So, your resting face might very well be a little bit mouth open just cause maybe they’re walking through a document, and you are kind of reading it, too. So, like close your mouth. And it does take some extra energy and attention, which can be hard to sustain all day long. So maybe pick and choose your battles.

Lorraine Lee
Yeah, pick and choose. And then I think turning off self-view helps a lot. That’s when you keep it on, it’s just like a mirror up to your face all day. That’s where video fatigue comes from. It’s just, like, I’m looking at myself. I’m examining myself, “You know, Pete says something funny,” I’m like, “Ooh, looking at myself. How do I look when I laugh?” Like, just making all these observations, it’s exhausting.

Pete Mockaitis
That’s good. That’s good. I’m reminded of, tell me what you think about this. I’ve had times in my life where a friend is speaking or presenting, and I just know that they’re nervous. And so, I’m thinking, “I’m going to try to be, with my face and body, the most kind, friendly, loving, supportive audience member in the world that I would love to have in my audience, and do that for them.”

And it takes some real energy, but it does, it feels, it feels good. Like, I’m putting some love out into the world. And I got to imagine, over hundreds of meetings, this practice will go leaps and bounds towards boosting your likeability.

Lorraine Lee
Oh, yeah.

Pete Mockaitis
“Whenever I’m talking, this guy seems into it. I like that.”

Lorraine Lee
Yeah. Oh, my gosh, me as a presenter, whenever I see that in person, virtually, I’m just like, “Thank you. Like, so kind. It helps me, gives me a boost of confidence.” It’s like, “Okay, I know you’re with me.” Like you said, just that one person who’s smiling at you makes a huge difference.

Pete Mockaitis
Certainly. Well, any other top things you want to make sure to mention before we hear about your favorite things?

Lorraine Lee
Well, I’ll touch on the lighting and the aesthetics, the A. Lighting, super easy to fix. A lot of people don’t do it for whatever reason. So, adding an extra light in your space, I think, goes a long way. You look younger, fresher, brighter, like all these good things. And, yeah, it doesn’t take much. So, we don’t want witness protection program vibes. Like, we don’t want the light behind us. That’s a big no-no. And a lot of people still have, like, the windows behind them, that makes them look backlit. So, avoid that if you can.

Pete Mockaitis
Well, I’m all about flipping it so the windows are illuminating the face. And you get to look outside, which just feels good.

Lorraine Lee
Yeah, that’s the best. That’s the best.

Pete Mockaitis
So, when you say grab a light so that we can orient towards the window, that’s great. I’m shilling for Elgato today, but I’ve got the Elgato Key Lights, which I think are snazzy. But is it just like any lamp will do? Or what do you mean by grab a light?

Lorraine Lee
I would say it depends on how much light you need. You can start off with a ring light, 12 inches to 16 inches in diameter so you get enough light. Some people with glasses, I know like the ring light shows in that, so maybe a Softbox makes more sense. I’m in a den right now with, unfortunately, no natural light so I actually ended up buying LED lights because those were extra powerful. So, those have been good.

Whatever light you buy, remember to get lights with different temperature settings because sometimes light might creep in from the side, maybe it’s the makeup I have, the clothes I’m wearing, the color just changes a little bit. So, when you can have those different settings, you can adjust and just have more control over how you appear.

Pete Mockaitis
All right. Well, now can we hear about a favorite quote, something you find inspiring?

Lorraine Lee
One phrase that I have really operated by during my career that really resonated with me the first time I heard it was to, “Over prepare, but don’t over plan.”

So, it’s good to have a general sense of where you want to go, but really what’s more important is to prepare for whatever’s going to come your way. So, make sure that you’re networking consistently, make sure that you are building up your skills and, yeah, all that stuff is very important.

And then stay open because, when you are too rigid about what you want for your future, it can really close you off to new and exciting things. And so over prepare, but don’t over plan.

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

Lorraine Lee
Okay, I will reference the famous Xerox study, and I also talk about this in my book. It was very interesting. It showed how powerful the word because is, and how much it can influence people’s actions. And they did this study where a few people were waiting in line, and someone asked, “Can I skip the line? Can I make a copy?” And not that many people, I don’t remember the exact percentage, not that many people let that person skip.

But then when that person says, “Oh, I want to make a few copies because…” you know, whatever the reason is, almost 100% of people let them skip the line. And then they did it again, and they said, “Oh, I want to skip the line because I have to make copies,” which is like, you know, that’s not like a really compelling reason. Like, that’s what they’re all in line for, but still almost 100% of people still let that person skip the line.

So, I think when you think about communication and impactful communication, finding things like that, like even just like the addition of that word, an addition of a reason, if you’re trying to get buy-in or trying to get people to take an action, or to let you take an action, little things like that can go a long way.

Pete Mockaitis
Okay. Thank you. And a favorite book?

Lorraine Lee
All right, fiction series, Harry Potter. And then non-fiction series or non-fiction books, I really like the book by my mentor, Matt Abrams, Stanford GSB professor, Think Faster, Talk Smarter.

Pete Mockaitis
And a favorite tool?

Lorraine Lee
I use a lot. I will say going back to the TEA method because we didn’t exactly talk too much about software, I use a software called Krisp, K-R-I-S-P. It helps me eliminate all random sounds that aren’t my voice.

Pete Mockaitis
And a favorite habit?

Lorraine Lee
I stretch each night before I wind down to watch TV before sleeping.

Pete Mockaitis
And tell me what benefits does this stretching yield in your life?

Lorraine Lee
I feel better that I’m taking care of myself, and I think it’s good. It’s so hard when we’re just go, go, go to really focus on you, and just the stretch for a few minutes and just have that quiet time for yourself. I feel like that helps me just regroup and like just wind down from the day, you know. It can be easy to just stay like in this heightened go, go, go state, but I think it helps with just calming down, having a good night’s sleep. That’s important.

Pete Mockaitis
And is there a key nugget you share, a Lorraine original sound bite, that folks tend to quote to you often?

Lorraine Lee
A lot of people talk about the EPIC career brand. I think they’ve been very excited about that framework from the book. And I think, also, I talk a lot about how introverts have superpowers, and I think a lot of people like to reference that as well.

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

Lorraine Lee
Definitely, connect with me on LinkedIn, Lorraine K. Lee. And then you can also learn more about my book at UnforgettablePresenceBook.com. And then I have a free newsletter, Career Bites, bite-sized tips to supercharge your career in three minutes or less. You can find that at LorraineKLee.com/subscribe.

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

Lorraine Lee
Get your virtual set up in order for your virtual interviews. I think it will go a long way in helping you feel more confident and look more professional on camera.

Pete Mockaitis
All right. Lorraine, thank you.

Lorraine Lee
Thank you so much.

1030: Building a Career that Lights You Up with Mary Olson-Menzel

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Mary Olson-Menzel reveals her strategies for aligning your strengths with career opportunities that excite you.

You’ll Learn

  1. How
 to discover what truly lights you up
  2. Effective LinkedIn outreach approaches
  3. The key thing that grows careers

About Mary 

Mary Olson-Menzel, bestselling author of What Lights You Up?, is a career expert and executive coach with 30+ years of leadership experience. As CEO of MVP Executive Development, she helps individuals and organizations unlock their potential through her compassionate, results-driven approach to “Humane Leadership.” A member of the Marshall Goldsmith 100 Coaches Community, Mary is dedicated to guiding leaders toward greater success and fulfillment.

Resources Mentioned

Thank You, Sponsors!

Mary Olson-Menzel Interview Transcript

Pete Mockaitis
Mary, welcome!

Mary Olson-Menzel
Thank you, Pete. Great to be here.

Pete Mockaitis
Well, I’m excited to hear about what lights us up and how to think about that for career and more. So, I have to open up, Mary, with what lights you up?

Mary Olson-Menzel
Writing the book lit me up, for sure. But really, really helping people find what they love to do, find what lights them up, helping them elevate their leadership in the world, is what lights me up, along with my family.

Pete Mockaitis
Okay. Well, so you’ve worked with a lot of folks, executive coaching and looking at career matters, any big surprises or counterintuitive discoveries you’ve made about us humans when it comes to this sort of thing? What do you know that we don’t and should?

Mary Olson-Menzel
One of the big things, Pete, is that people think that your pedigree is the only thing that matters, right? My degree, my work experience, everything else. The truth is who you are as a human being and what you bring to the table, the energy that you bring to the table, matters even more than your resume and your pedigree and all the degrees in the world.

Pete Mockaitis
Okay. I think that really resonates and makes a lot of sense And I just love that the book title, the question, “What Lights You Up?” So, pedigree doesn’t matter so much, and what we bring to the table matters a whole lot. Could you share with us, why the title “What Lights You Up?” What makes that a super central and important question to address, as opposed to a nice to have somewhere in the mix?

Mary Olson-Menzel
What lights you up is so meaningful because it’s really truly about what drives you every day. What gets your head off the pillow? What are you passionate about? Where are you finding purpose in your life? And, to me, that all encapsulates your inner light and really what it is that makes you happy on a day-to-day basis in your work.

Pete Mockaitis
And so, it’s almost like, in some ways, your play, your fun, can speak to your destiny, for good or for ill, and I thought, “Oh, that’s maybe a little heavy-handed.” But I’m going to lay it on you, Mary, who wrote the book What Lights You Up? what do you think of that?

Mary Olson-Menzel
I love it. I mean, because what lights people up is different, right? And so, what we really need to think about is, “Where is our sweet spot? What is it?”

There’s a term, Pete, that I love called Ikigai, and it is the Japanese word for the intersection of this, it’s basically a Venn diagram of “What’s your passion? What’s your purpose? What are you good at? And what does the world need?”

Pete Mockaitis
You know, we had the CEO of Korn Ferry, Gary Burnison, on, and he was speaking to a similar thing with regard to, if you really know what your strengths are, what your purpose is, what makes you happy, then if you’re happy, you’re probably motivated. And if you’re motivated, you’re going to outperform.

And I was like, “Okay, well, here’s a guy who’s got a vantage point on careers and talent and progression,” and that seems to resonate and synchronize with these very same concepts. It’s like when you’re into the thing, you pour yourself into that, and then you get good at it, and then you’re distinctive, and you can really kind of build a career, a brand, a reputation, a legacy from that.

Mary Olson-Menzel
Absolutely, and it’s so true. When you’re into what that thing is, you start to feel like you’re in the flow. You know, those moments when you feel like you lose track of time, you lose track of everything because you’re so into what you’re doing, and you’re so excited about it. So, that is what we want more of for everyone. Because what we want is for people to be able to amplify and elevate their own natural gifts in order to make the workplace a more enjoyable place to be.

Pete Mockaitis
That’s good. And could you share with us a story of someone who, maybe they were in a career that was not lighting them up, they did some introspective research to discover some things, and then rejiggered their activities and the job role they were in to see cool results?

Mary Olson-Menzel
Absolutely, there are so many. Part of why I wrote What Lights You Up? is because I developed a 10-step pivot program to help people do exactly that. And so, the myriads of stories are so much fun, but I really like this one. There was a media executive in New York City who was at a crossroads in her career. And she kept looking at all the usual places, right, other media outlets, everywhere else.

And I said to her, “I challenge people to tap into ‘What is it that they’re passionate about? What are their side hustles? What are their hobbies? What are they doing outside of work that’s getting them excited and lit up?’” Well, she was really into horses. And so, we went down this whole path where she said, “Gosh, you know, I mean, if I really didn’t need money, I would just work with horses.”

And I said, “Hold on. Listen to yourself. Maybe there’s a way that you can work with horses and make money and use your existing skillset to do it.” And so, she ended up pivoting into a role up in Saratoga Race Course, where she was the head of marketing and media relations for Saratoga Race Course. She did all kinds of really cool programs with the horses.

Pete Mockaitis
That is really cool. And I love that notion that, in terms of the flow, you’re getting yourself lost in it.

Okay. Well, can you walk us through the process, the steps by which we determine this?

Mary Olson-Menzel
Yes. Well, first, you have to take a good look in the mirror, really, really get very, very clear on who you are and what stage of life you’re in, and what you need from that stage of life. We’re all in different spots. We could be just starting our careers and we need to make money, and we just want to make enough money to travel and go out and have a couple drinks on a weekend, but then your stage changes.

There are other stages where you get married, you start a family, and your needs in your career change. So, it’s about getting very, very clear into where you are at this moment in time, what it is that’s making you happy currently, and then starting to think about, “Wait, am I where I want to be in life?”

And if you can answer “Yes,” well, that’s great. Then let’s just look for ways to keep growing and keep going down a path that you already have started that is really great for you. But what if your answer is no? If your answer is no, then it’s really about thinking, “Okay, what’s working in my life? What’s not? And how do I change that? How do I create a roadmap for what could be next?”

Pete Mockaitis
Okay. Very good. And so then, any other key questions that you find super helpful at this stage of the game to elicit insights?

Mary Olson-Menzel
Absolutely. There’s so much that you can start to think about at this stage of the game. You really tap into, “Where are the moments in my day when I’m at my best?” From there, you really think about, “Okay, where are the moments in my day that are draining my energy?” We all have them. Even those of us that love what we do, there’s moments or there’s tasks in our day that drain our energy.

And so, really starting to think about, “Okay, where can I go from here? How can I get more of what it is that I like, what it is that I enjoy, and also what I’m good at? Where can I make the biggest difference, not only in my career and how I feel about it, but in the world?”

Pete Mockaitis
Okay. And then what’s our next step?

Mary Olson-Menzel
The next step is to dust off that resume and start getting really very serious about updating the resume, updating your LinkedIn profile, thinking about who you’re going to reach out to in your network, because you cannot do it alone. You have to tap into your network and the people around you. And in the book, I say, “If your inner light is your superpower, your network is the super-highway that’s going to get you your next job.”

Pete Mockaitis
All right. Well, in the course of resume and LinkedIn tweaks, any top tips or tricks, do’s or don’ts, things that you see again and again and again that we should all just be doing or not doing?

Mary Olson-Menzel
Yes. Stop stressing about the resume, number one. The resume is kind of now what I would say your calling card. It’s that little thing that’s going to get you in the door so it has to tell a story, yes, the story of your career. It has to be clear, concise, but it doesn’t have to be that complicated. And so many people get so stressed about their resume that they lose sight of the fact that this is only one piece of a job search.

So, take the pressure off yourself on the resume. Make sure that it’s clear, concise, easy to read. The average recruiter spends six to ten seconds looking at your resume, so it just has to be eye-catching, clear, so that it catches their eye, because then the next thing they’re going to do is go to your LinkedIn profile. And your LinkedIn profile, these days, as of 2025, is exactly where it’s at.

This is where people are networking, this is where people are finding jobs, and this is where hiring managers and recruiters take a deeper dive into who you are as a human being and what your professional profile looks like.

Pete Mockaitis
Tell us more. LinkedIn profile, content, conveying who I am as a human being, how does that work?

Mary Olson-Menzel
Okay. Well, you have all of the information from your resume on LinkedIn, so you’re transferring all that data to your LinkedIn profile. But what LinkedIn does is it takes it up a big step further. You’ve got your profile picture, you’ve got your connections, you’ve got what people are saying about you, you’ve got all kinds of different things that you can put on your LinkedIn profile to make it very robust, to kind of give a fuller picture of who you are as a professional, who you are as a human being. And then, even more importantly, once you’ve gotten that all set, the next thing is to engage on LinkedIn. And so, that is really a very, very important part, starting to put your thoughts out there, professionally, not politically, hopefully, not in other ways, but, really, professional thoughts, like, “Oh, I saw that Google is doing this, blah, blah, blah, blah, blah.”

Then engaging with other people. So, Pete, if you put something really interesting out on LinkedIn, I’m going to like it, I might share it, and I might even repost it with my thoughts. So, this is where you’re starting to create some momentum, positive momentum, with the algorithms of LinkedIn so that more and more people are noticing you on there.

Pete Mockaitis
And so, you said don’t do the politics. When you said who I am or who you are, and LinkedIn is sharing this, I guess I’d love some more of your perspective on that with regard to what belongs there and what doesn’t. Because I think who I am, I think is much broader than the career business-y facet of Pete Mockaitis. But, in your view, is LinkedIn then for more than just the job career business-y part of a professional?

Mary Olson-Menzel
It has become a little bit more than, which is actually kind of nice, in my opinion, because when you’re looking for a job, when you’re living out there in the world, you are not just what you do. You are a whole human being, and so I think that’s the really important part. I mean, I have shared things about my kids on LinkedIn.

My mom passed away last year. I shared a whole post about her and how she inspired me in my life.

So, it has become a little bit more personal, which is, I think, really great, because I think it just shows the kind of person that you are with the things that you’re sharing. You do run the risk, though, of unconscious bias from a hiring manager if you start sharing things that are too personal.

Pete Mockaitis
Could you give us an example of what’s too personal?

Mary Olson-Menzel
I tell most people to stay away from politics and religion on LinkedIn. That is much more for your own private conversations or other kinds of conversations. I think that when you’re sharing things on LinkedIn, it’s really about amplifying and elevating who you are as an executive, who you are as a professional, but also who you are as a person.

So, if you can keep it with a more productive and positive spin, what you’re sharing, or from a learning, “I went through this really hard thing, and this is what I learned from it. I want to share this with the rest of you so that you all can learn from this, so that you don’t have to go through this hard thing.”

Pete Mockaitis
Understood. All right. So, we got our introspection, we got our resume in LinkedIn, looking fabulous. What’s next?

Mary Olson-Menzel
Next is reaching out to that network to start having conversations. And the one mistake, there’s many mistakes, but one of the top mistakes that a lot of job seekers make is that they just look for the openings. So, I’m going to use Google as an example again. Pete, you want to go get a job at Google? You’re going to look for, what does Google have open? What are they hiring for?

And in my book, I basically say flip your job search inside out. Don’t just look for the openings. Don’t just scroll on Indeed or scroll on LinkedIn. Start to create a target list of companies that you’re inspired by, a target list of companies that feel like companies that you might want to work for. And I put those companies into three categories that I call the three Ps.

One is your usual prospects. Like, our friend from New York City in media, she was looking at usual prospects just in other media and entertainment companies. The next category is your pivots. She could have taken those media tools and skills that she has into environment where she could have done something really interesting but then she really was focused on her passions, and that’s the most fun area to focus on. That whole area is like, “Hey, if I can make money doing something I’m passionate about then I’m winning.”

Pete Mockaitis
Yeah, cool. All right. And so, any pro tips when we’re doing this reach out? What do we say? What do we not say?

Mary Olson-Menzel
Yes. So, you’ve got the target list of companies, that’s the place that you start. And so then, you go on to LinkedIn and into your network, and you say, “All right, who do I know that works at Google? Who do I know that…?” For Google, I’m just using them as an example today, but, “Who do I know that works at Korn Ferry? Who do I know that works at 3M?”

Whatever is on your target list, starting to look into your network, and say, “Okay, who can I talk to that’s working there or that knows somebody who’s working there?” And then that’s when the very warm connections start.

Keep it short because people’s attention spans are not very long these days. Stay really, really focused on, “Hi, Pete, I’m very interested in talking to you. I’m in transition and I’d love to hear what the opportunities are at XX company.” Simple. And if you have mutual connections, “Hey, Pete, I’m connected to you by Joe. Joe says great things about you and thinks we should talk.”

Keep it so simple. Because, immediately, they’re going to look at your LinkedIn profile and check out who you are anyway, so you don’t have to give a lot of words into who you are and what you’re looking for. Just, “I’m looking for my next career adventure, and I’d love to talk.”

Pete Mockaitis
All right. And what’s our next step?

Mary Olson-Menzel
The next step is having the conversation. You can do it, obviously, in the good old-fashioned way of a phone call. You could do it on Zoom. You can do it on Teams. You could meet for coffee. But just remember that people are busier than ever these days, so ask for 15 to 20 minutes of their time. And if it goes longer, that’s just a bonus. It means you guys are clicking.

But 15-20 minutes just to connect, and then talk to them about what they’re doing. Just be curious, I mean, curious about human beings, curious about what they’re doing, curious about what it’s like to work at that company. And then when you’re wrapping up the conversation, number one thing to never forget is to ask, “How can I help you in return?”

Pete Mockaitis
Okay. Beautiful. And then, while we’re asking them questions, are there any key pieces of insight or questions that are super powerful that you recommend to try to include within that conversation?

Mary Olson-Menzel
Definitely delve into what the culture is like. You want to make sure that that culture, of whatever organization that you’re targeting, is a good fit for you and for what you want out of the workplace. But also try to ask them to introduce you to people, “Are there three people that you could introduce me to or three names of people that I should be reaching out to, to get some help?” And then, of course, always ask, “What are the next steps?”

Pete Mockaitis
Okay. So, after you’ve had these conversations, what’s next?

Mary Olson-Menzel
Well, then you hope that Joe, our friend Joe, who connected us, will say, “Well, great. You know what, Mary? I’d love for you to come in and talk to the hiring manager. I know that we’ve got open positions in this, this, and this.” And then if you’re lucky, sometimes it’s a much longer game than this quick and this what’s next.

But if you’re lucky, you get in, do an interview, and then you tell your story, and that’s where the magic happens. The resume just tells me who you are, but the way that you would tell your story is what’s going to draw me in and want to hire you.

Pete Mockaitis
All right. And how do we do that well?

Mary Olson-Menzel
Well, we start at the beginning. People, just remember this. Literally, don’t start from where you are currently. Start at the beginning because the brain is wired to listen to a story that’s in chronological order, “I started at undergrad here. I did this.” Talk about the transitions to, for example, I worked at Tribune Company in Chicago for almost 10 years.

The transition of why I left Tribune Company was because we had a job opportunity in New York. So, make sure that you’re not only talking about your accomplishments, but also the ways and the reasons that you left one particular job to go to another one.

Pete Mockaitis
Okay. And then, let’s say that conversation went smashingly well, and we have an offer. What now?

Mary Olson-Menzel
What now? This is fast forward career coaching. I love it. So, what now? You’ve got an offer on the table and you really have to think about, “Okay, is this offer…?” Yes, it’s amazing, you’ve gotten this far, “But is it an offer that’s going to work for me and my stage of life right now?”

So, you really want to weigh out all of your options with the offer. Is it compensation-wise what I want? Is the quality of life that I want going to be there? Is the culture that I want going to be there? going to be there? Where are the growth opportunities? Where are those? How can I make sure that I have forward momentum once I get into this job?”

And then, benefits package. All of it falls into a whole package for the whole person. And, once again, you are a whole person who’s negotiating a whole package for your life.

Pete Mockaitis
Alrighty. And so, when it comes to the negotiation, do you recommend we go ahead and do that?

Mary Olson-Menzel
That’s a tricky one. There are ways to negotiate, but you don’t want to push so hard that you turn them off and potentially rescind the offer.

Pete Mockaitis
Okay.

Mary Olson-Menzel
Yeah, I know. This is it. The stakes are really high. You’re at this point, and so you have to know exactly where you can negotiate. There are a lot of hiring managers who will tell you, “I mean, you’re at the top of my salary band, and this is as high as I can go.” All right, well, then you’re not going to negotiate on the salary, but you can potentially negotiate on the softer things, like maybe more paid time off, maybe a little extra vacation time, maybe a sign-on bonus, maybe they’ll pay for you to go get your graduate degree or pay for some professional training. Those are all negotiables that will help you get to a better place where you feel really good about the offer package.

Pete Mockaitis
All right. And then, in terms of the actual dance or conversation, are there any things you recommend, magical words or phrases that we do say or we don’t say?

Mary Olson-Menzel
Well, I think the number one thing to think about is gratitude. Gratitude is everything when it comes to a negotiation, but also, when it comes to life. I mean, truly. I think that if you come to it from a place of appreciation, “Thank you so much for this offer. I am really excited to start at this company. I just have a few questions. Is there any room to move on the salary? Is there any room to negotiate something else?” So, coming from that place of appreciation and gratitude and really helping them understand that this is a place you want to work and you want to make it work for both of you.

Pete Mockaitis
Understood. Okay. So, you’re just asking about the flexibility. And that’s sort of an interesting question in that, I suppose, it’s in the employer’s interest if they really want you to be honest. Because, I mean, if you just wanted some savings, you’d be like, “Nope, nope, nope, nope, nope, nope, nope. No flexibility whatsoever,” you know? Rigid as a bar of iron.

Mary Olson-Menzel
Right.

Pete Mockaitis
However, hopefully, you’ve got them really, really fired up for you, in particular. And I guess it also varies a great deal in terms of, it might not even be very emotional at all in terms of, “Well, actually, no. This compensation package is standardized across all of North America, and so that’s kind of what it is.” So, “Okay, glad I asked. Now we know,” and you can sort of make the thumbs up, thumbs down decision on those terms.

As opposed to, I’ve heard other people say that they just have carte blanche authority to give a 10% salary increase to anybody who bothers to ask without approval from anyone higher up. It’s like, “Oh, wow. Well, that sure sounds like if that’s a semi-common policy…” you tell us if it is, Mary, “…then I should probably make sure to ask.”

Mary Olson-Menzel
You know, Pete, you brought up the most important thing – honesty from day one. Truly. So, when you start going through the interview process, a recruiter or a hiring manager is going to ask you, “What are your compensation expectations? What do you want to make? What do you need in this job?” And, hopefully, both sides are being very, very honest and upfront so that there are no surprises by the time you get to that point.

And, by the way, I can’t remember who said this recently, but they were saying, basically, it was an actor who said, “I’ve got this magic word is, ‘Thank you so much. By any chance, can you do this? By any chance, can you do this?’” So, you’re not saying, “I demand,” “I want.” You’re saying, “Hmm, is there a little wiggle room here? Is there a chance that this can go up 10%?”

And if they can, hopefully, they’ll be honest with you, and say, “Yes, absolutely,” and then they just made your day and you made 10% more that year. But if they can’t, they’re going to be honest with you, too, about that. And then you’ll start to be able to see where the negotiation space is.

Pete Mockaitis
Understood. Okay. Well, let’s say, “Hooray! A deal is made. A job offer made. A job offer accepted,“ any pro tips for the first weeks and months?

Mary Olson-Menzel
Yes, lots. So, the first 30, 60, 90 days of your tenure at this company are so important. You really, really want to become a sponge, you want to become a student of that organization, and you want to work side-by-side with your boss, with HR, to make sure that you’re meeting all the key clients, key stakeholders, and making sure that you’re having one-on-one meetings with these people so that you’re getting to know all of the people that are going to be surrounding you on a day-to-day basis.

And in What Lights You Up? I have a whole sheet of talking points to have those meetings, like, “Tell me about a typical day. What’s a day in the life for you? What keeps you up at night, Pete? How can I help with that by coming into this role?” All of those things, “How can we best work across departments?” You shouldn’t just be meeting with people in your department. You should be meeting with other departments, too, so that you can see where there’s room for cross-departmental collaboration.

Pete Mockaitis
Okay. And, tell me, we sort of walked through a process timeline. Are there some things you recommend that we just do always outside of when we’re specifically thinking about maybe a new opportunity or a transition, but just a regular wise thing to do to keep our careers and trajectories sharpened in a great spot?

Mary Olson-Menzel
Well, always remember that your career growth is in your hands, so don’t always rely upon your boss or the people in the organization to be constantly looking for opportunities for you. You’ve got to be open to those opportunities and be looking for them, and have it be a conversation with your boss too. So, one, never stop growing once you’re in that role, but also even if you’re so happy in this role, make sure that you’re keeping your network strong. Make sure that you’re having a friend at another company every once in a while.

Make sure that you’re watching what’s going on with other companies so that you’re not only growing within your own organization, but you’re creating a presence around you that can support you if, all of a sudden, the worst thing happens and you get laid off the next day. You want to have that network strong all the time.

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

Mary Olson-Menzel
Yeah, I would just reiterate that. Be open to the opportunities that are around you. Be open to conversations around you. Become a student of not only the industry that you’re in, but a student of life. Be curious about what’s going on around you, and just remember that you can focus on what lights you up. You can focus on what makes you happy. And I’ve seen thousands of my clients do it, so just don’t lose hope.

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

Mary Olson-Menzel
One of my favorite quotes is “The whole secret of a successful life is to find out what one’s destiny is, and then to do it,” and that is by Henry Ford.

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

Mary Olson-Menzel
I mean, I’m really kind of loving Mel Robbins right now. She’s just written this book called Let Them. It’s “The Let Them Theory.” And it’s all about how other people are going to do things that maybe you don’t like but you don’t have control over that. All you can control is what you react and how you react and what your mindset is. So, in life right now, somebody’s doing something you don’t like? Let them. But you can control how you react to it.

Pete Mockaitis
Okay. And a favorite book?

Mary Olson-Menzel
One of my very favorite books is a book called Leading with Gratitude by two of my fellow Marshall Goldsmith “100 Coaches” colleagues, Chester Elton and Adrian Gostick. Just a great, great book, all about bringing gratitude into your day-to-day life and how it just changes everything.

Pete Mockaitis
All right. And a favorite tool?

Mary Olson-Menzel
My favorite tool that anyone can have access to is one called StrengthsFinder. And you can get it on Amazon, you can take the test, you can get your top five strengths. But what I love about it most, Pete, is that it throws away the notion that we were talking about earlier that, actually, that your CEO of Korn Ferry was talking about.

When you’re leaning into your natural gifts, you can amplify everything you’re doing. When, in America, companies many, many years ago would be like, “Well, Pete is a really great interviewer, but how good is he at finance? Maybe we should send Pete to some finance classes.” No, Tom Rath just blows this out of the water, and says, “No, let’s just continue to amplify our own strengths so that we can continue to get better and better at what we do and what we’re good at, and looking at our own natural gifts and bringing those to the workplace.”

Pete Mockaitis
Okay. And a favorite habit?

Mary Olson-Menzel
My favorite habit, which has become a must-do most days, is, as soon as I get the kids off to school, I do a quick meditation, and then I get into a Peloton workout. And that, before I’ve started my day, work can go off in different directions, and you can be fighting fires or doing whatever you have to do all day, but I already know that I’ve gotten my kids off to school safely, I’ve grounded myself with a meditation, and I’ve taken care of my body so that I have more energy for the rest of the day with my clients.

Pete Mockaitis
All right. And is there a key nugget you share that really seems to connect and resonate with clients and readers and audience members?

Mary Olson-Menzel
I really think that my favorite quote from the book, is it’s imperative to work, to keep the lights on in your house, but it’s even more important to keep the lights on in your heart and do what you love. Because when you’re doing what you love, you’ll get hired faster, you’ll get promoted faster, you’ll make more money, whatever money is to you, whether that’s time or cash or whatever, and the byproduct of being happier.

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

Mary Olson-Menzel
They can connect with me on LinkedIn, as I said. It’s the best place to connect. Mary Olson-Menzel at my LinkedIn profile. You can also go to MaryOlsonMenzel, all one word, dot com, for anything you need to know about the book. And then for any work that we do is MVPExec.com.

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

Mary Olson-Menzel
There’s no better time than today to start doing it.

Pete Mockaitis
All right. Mary, thank you. I appreciate this and wish you the best.

Mary Olson-Menzel
Thank you, Pete. It’s been fun.