Productivity Archives - Page 3 of 22 - How to be Awesome at Your Job

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

Elizabeth Harrin
Hello. Thank you for having me on the show.

Pete Mockaitis
Well, I’m so excited to dig into your wisdom but, first, I think we need to hear a little bit about your ritual involving the song “Firework.” What’s the story here? 

Elizabeth Harrin
Well, when I go live on a video or something like that, I feel like I need to get into the zone. And having that break between just doing my emails or whatever I was doing before, and focusing on showing up and being present in the moment, I do that with music. So, I play a song and I just got stuck on Katy Perry’s, so I play that to get into the right frame of mind before going live and talking to people.

Pete Mockaitis
Well, “Firework” is actually a really fun tune, and I love the metaphor at the beginning, like, “Do you ever feel like a plastic bag?”

Elizabeth Harrin
Absolutely. Drifting around, isn’t that what every project manager feels like at the beginning of a new piece of work, and you have got no idea what you’re supposed to be doing?

Pete Mockaitis
Oh, Elizabeth, you’re a master of the segue and tying it together. All right. Well, I want to hear a little bit about Managing Multiple Projects. You’ve written the book on it. Could you kick us off with a particularly surprising or counterintuitive or extra-fascinating discovery you’ve made when it comes to managing multiple projects?

Elizabeth Harrin
I think one of the things that surprised me was I did a survey to get some numbers, a bit of research for the book, and most people are managing between two and five projects, and that doesn’t sound like very many, but having to constantly switch between work does create that overhead, and workload is the biggest cause of burnout. So, if you can’t manage that workload effectively and switch between all things you’re juggling, it can be really quite difficult.

And the most surprising thing for me about that survey, and the results I got back when I was interviewing people for the book, was how sad it is that people are feeling so unhappy about the work that they do. And the verbatim comments were, just shocked me that people show up to work, they want to do the best that they can, and they’re not in environments where they can do that.

And I felt that that was something that we need to change in the world because we all need to be happy at work. We spend so much time there, it’s not worth doing things that we don’t enjoy.

Pete Mockaitis
Well, Elizabeth, that is powerful, and thank you for sharing that. That really does connect emotionally in terms of overwhelm, burnout, sadness. When you say verbatim comments, are there a couple that have lodged into your brain and haunt you, that you could share to tee up just what we might be able to escape here?

Elizabeth Harrin
There was a comment from a woman called Kimberly, and she wrote, “I work in a fast-food project management environment that expects a sit-down service.” And I thought, “Don’t we all?” So many people must feel that they’re in environments where you want to do the best quality work you can, and actually it’s got to be a quick turnaround. There has to be speed and shortcuts, and we have to apply all these hacks just to get through the day because we don’t have the time to focus on the people that matter and the work that matters.

And so, that analogy about feeling like you’re in a fast-food environment but all your customers and the work that you want to be able to deliver, you won’t be able to provide this five-star dining service. Does that make sense?

Pete Mockaitis
Absolutely. And it’s really funny, and I have felt both of those work desires. Sometimes it is a blast to just shred through a lot of stuff at medium quality and high speed, and just enjoy the thrill ride, like, “Woohoo! Look at all these things checked off and out the door. That’s really cool.” And other times, you really do want to be, I don’t know, sort of like an artisanal, craftsmanship, bespoke, excellence, maximum beauty, maximum quality, and what’s challenging is often you don’t get to choose.

Elizabeth Harrin
Exactly.

Pete Mockaitis
“That might be your mood but what’s required is this.” And if they require both speed and excellence at the same time, yeah, that’s a tricky one.

Elizabeth Harrin
It’s a tricky one, and people end up working longer hours. That was certainly my experience when I went back to work after maternity leave and was in this situation where I was managing multiple projects myself. My choices were do things less good, to a less quality standard, or work longer hours. And neither of them really appealed to me in terms of wanting to be the best professional that I could be and do good things in my career. So, I had to start rethinking what work meant and how I could work more productively because the tools I had only gave me those two choices, and that wasn’t good enough.

Pete Mockaitis
Well, that’s powerful and it sounds like some of your thoughts made it into your book, Managing Multiple Projects: How Project Managers Can Balance Priorities, Manage Expectations and Increase Productivity. If you could give us the key thesis or big idea behind the book, what is it?

Elizabeth Harrin
I’ve put together a five-part model that helps people break down their work, structure it differently, and then keep all their balls in the air. Although, the thing I would say is that no book will ever tell you there’s a one-size solution that will fit every need, so it’s written very much from a perspective of, “Here’s a ton of different tools and techniques that you could try. Test them out in your work environment. Find what fits your working style,” because everyone is different, aren’t they? And everyone’s work environment is different. But, broadly, with a few tweaks, hopefully, you can make the work a little bit more manageable.

Pete Mockaitis
Well, that sounds exciting. Could you share with us a case study or a particularly inspiring story example of someone who was able to upgrade their managing multiple projects game to see great results?

Elizabeth Harrin
Yes, I can. I do a lot of mentoring as well, so a lot of the people I talk to will pick and choose a couple of different things to apply. I can give you my own example and then I can share some examples from other people. The thing that made the biggest difference for me is the first of those five steps, which is working out what’s in your personal portfolio. So, what was the totality of my workload? Because I had three or four projects that I was managing, but also, I was mentoring my colleagues, I was organizing events at work, I was having to turn up and deputize for my manager at different meetings.

And all the other things, they never really make it into your mental to-do list because they’re the stuff you jot down on a Post It note and you never find the time, really, to put those on a project schedule or anything. They’re just expectations. So, when I had a complete picture of all the things I was responsible for, I then got a big shock about how many hours that actually equated to within a week, and being able to then have an intelligent conversation with my manager, and also to plan my own time, it became a lot easier because I had full visibility.

And I think that’s something that I know from teaching about managing multiple projects, that other people have take away as well, just that realization of all the extra things that we’re expected to do, whether it’s time sheets, or finance reporting, or organizing a party for the end of the year celebrations, whatever it is, all of those things take time away from us being able to deliver the main part of our job, the projects that we’re working on.

Pete Mockaitis
Absolutely. And I’m thinking about mandatory trainings, I’m thinking about the sort of meetings, I’m thinking about email. Email is tricky because, on the one hand, are these emails about your projects. Well, then I guess, in a way, that time might get counted. Or, are the emails about everything else from the CFO and the CEO and this and that cross-functional group here and there.

Elizabeth Harrin
Yes, team meetings, briefing your colleagues, all that kind of stuff. So, that personal portfolio step was really helpful for me. And one of the other things that I talk about in the book is dependency management. So, how do you work out how your work interacts with other people’s work, and how each of your projects interact with each other?

And I can tell you about Robert, who told me that once he’d planned out those different dependencies between his workload, he felt that he already knew that in his head. But having plotted it out and writing it down in a matrix, he could then use that as a communication tool to help other people in the department understand how their work impacted other people.

And that was valuable then because he could use that to help people talk about, “When does their work need to be done? What’s going to happen if it’s late? This is the implications for these people or this team or that project.” And they could talk about how they could help each other, make sure all of those expectations were met.

Pete Mockaitis
Oh, lovely. That is handy. And so, just like a snazzy chart graph, flowchart, bit of graphical loveliness?

Elizabeth Harrin
You could do it that way. I just wrote it in a spreadsheet. I’m very good at simple things. So, the spreadsheet is a list of all my projects, a list of all my other responsibilities, a list of the way that my work interacts with other people’s work. The way that we did the dependency matrix was we had a list of projects down the side, and then a list of the same projects across the top.

And where they met, we could say, “Well, does this project have anything to do with that? Does this piece of work have anything to do with that team?” And you could sort of write in the box, “Yes, we need to be aware of this,” or, “Yes, we have to do that before this one.”

Pete Mockaitis
Beautiful. Okay. Well, those are handy right off the bat. And could you share, when it comes to managing multiple projects, there are many books and works and tools and trainings on project management, and your corner of the project management universe, managing multiple projects, is distinctive. Can you share with us, what are some of the key differences, distinctions about the game when you’re managing multiple projects versus one super project?

Elizabeth Harrin
I think the biggest challenge for me is having different stakeholders, more stakeholders. If you’re managing a big gigantic project and it’s taking up all of your workload, then you’ve probably got quite good relationships with the people that you work with because you’re with them every day, working with them every day. The team might be large, and I’m not saying there’s not a lot of people and relationships to manage, but there’s one common goal that you’re all working towards, which is delivering the project, and you’ve probably got experience of working with them on a regular basis.

Now, let’s say you’re managing four projects. That’s four potentially quite separate, different teams, each of who want a piece of you at some point in the week, and you’ve got to switch between managing their expectations about how important their work is because not all projects are the same level of importance. Someone has to work on the stuff that’s low importance. And it might be that someone wants more of your time than you can actually give because you’ve got other things to do in your week as well.

So, I think those relationships are probably the hardest thing and the most different thing about managing multiple strands of work rather than just managing one. And that could be managing four different clients. If you’re in a client-facing role, maybe you’ve got four different clients, maybe you’ve got four different internal projects but, ultimately, the more people you have to work with, the harder, I think, the job becomes.

Pete Mockaitis
Okay. Well, then, now could you share with us, you mentioned at the very beginning that burnout, sadness, overwhelm stuff, do you have any strategies, specifically, that are targeted toward the internal game, our emotional landscape?

Elizabeth Harrin
I would say having boundaries is probably the most important thing because often, when people give us work to do, there is the expectation that we have the time to do it. And because we are good employees, and we don’t want to rock the boat, we say, “Yes, of course, I can take on that extra piece of work. When would you like it done by?”

And I think having mental boundaries around, “How do you accept new pieces of work when it’s within your gift to be able to do that?” Are you going to make the point about saying, “Well, I can do this but it will mean I’ll have to stop doing something else. I can do this but not by tomorrow because I’m working on something else. I can get it to you by Friday. Is that okay?”

And having that kind of sense of protecting your own time and your own mental health so that you’re not saying, “Yes, I can do everything, of course. Just lay it on me, and I’m just going to stay up till midnight and be at my keyboard all night.” By being aware of what your own limitations are and how many hours you’ve got available, what else you’ve got going on, planning out the next couple of weeks, you can start to think about, “If I say yes to this, and I have to because my boss is asking,” let’s be honest, you haven’t really got a lot of choice, “How can I make this fit? Whatever help do I need? How can I have that conversation?” And I tend to default to the, “I can do this, and this is when I can get it to you.”

There’s another tool that I can share, if you like.

Pete Mockaitis
Yes, please do.

Elizabeth Harrin
One of the things that has helped me has been the two-week look ahead. So, I will take a point in the week where I’ll look at what’s coming up in the next fortnight with the team, to say, “Okay, what do we know about the next two weeks? Who’s got holiday? When have we got big meetings that we need to prepare for? What deadlines do we have?” and then nothing really surprises you, or you’ve built in a little bit of time to be aware of the things that are coming up, so if you do get a surprise, it doesn’t throw your whole schedule off because you’ve already built in some resilience for what you know is coming up.

That’s been really helpful for me because it also means that I can look ahead in terms of just how busy I’m going to be. So, you talked about protecting yourself and being mentally ready to be busy and juggle all these things. If I know I’ve got another week coming up in the future and it’s very busy, lots of big meetings, high stress, I can prepare for that because I can make sure that I’ve got things for the children’s lunchboxes in the freezer, I can make sure I’ve got childcare organized, I can make sure I’m not booking any late-night social events for me that week.

Or, if I am, I’m planning the next morning so that that’s easy. And so, I’m trying to holistically look at work is coming up and what that affects me, how that affects me personally so that I can be more prepared to show up ready to work.

Pete Mockaitis
That’s lovely. Okay. Well, let’s dig into your five key concepts. They each start with P, which is handy to remember: portfolio, plan, people, productivity, positioning. We’ve already gotten a couple tidbits for each. Could you perhaps give us a quick definition or articulation of the concepts, and then perhaps a top do and don’t within each of the five?

Elizabeth Harrin
Okay. With portfolio, I talk about having full visibility of the work that you’ve got on the go at the moment and the things that you’re responsible for. So, my top tip for that is just to take an hour, perhaps even less, and just look through whatever notetaking tool you use or your notebook or the notes you’ve got on your phone, and try and write down everything that you are currently working on, looking at how much time does that need to take per week.

And I know working out hours is very difficult, so what you might want to do is just think, “It’s a big thing, a medium thing, a small thing. That’s good enough for this exercise.” And then that’s the portfolio piece done. It gives you a good sense of what’s going on. The thing not to do is to keep that information to yourself. Use that as a talking point tool with your manager and with your team to say, “Look at all these things I’ve got on the go. Can you help me prioritize so that I’m focusing more of my time on the things that really matter to the organization?”

The plan step is about scheduling, working out when you’re available to do things, and the tip I have for that is to look at all the different projects you’re working on, and then look at where they’ve got their big milestones, when are they going live, or when do you have a big meeting about them, and then plot those on – again, I did it on a spreadsheet – because then you can start to see, “Oh, project number one and project number four have very similar schedules.”

“Maybe we could work on them together and maybe there are some benefits in looking at how we can streamline and combine the work, if it makes sense to do so, so that we’re not doing everything twice.” With that you’re going to need help from other people. So, again, the tip not to do is to try and do that alone. Other people will have a different insight about what’s important and what’s coming up on a project schedule, so it’s worth involving the rest of the team in your planning.

The people element of the model is all around working with others, as you guess from the name, and that is to do with thinking through how you use other people’s time. So, my suggestion there, if I have to give you one thing, would be to look at where you can combine meetings. And I can tell you about a time I did not do this.

I went along to a meeting with my project sponsor, my main manager I was working with on that piece of work, and I was all ready to talk about one project, but he was also involved in another project, and he asked me questions about that one and I wasn’t ready to talk about that, I didn’t have any of my notes, so I baffled, made episode, went along, and got through it. But it made me think, actually, other people are working on multiple things, too.

And to them, they might have multiple things they want to ask you about, so let’s try and combine the communication so that we’re only contacting people once rather than contacting them multiple time about each different thing that you’re involved with because you then help them manage their time as well.

With productivity, which is the fourth P, it’s really around managing your own time, thinking through what works for you, what productivity tools and techniques you want to use, and how you can help other people in your team be productive as well. The thing not to do with that is to get sucked into the latest shiny tool or what’s working for your colleagues because, in my experience, everybody has quite different ways of working to the best of their ability.

For me, I’m very much a pen-and-paper person. I do use electronic tools for project scheduling and task management and all that, but I always have pen and paper as well. Whereas, I know people who would never write anything down. So, you need to find out what works best for you and then use that in the way that you work.

Positioning is the last P. It’s also the one that’s the most convoluted because I kind of have to find the P that fit it, but it’s more around, “How do you set yourself up for success? So, what does the environment look like?” So, this is all around checklists and templates and processes, and what can you change in your environment to make life easier for future you.

So, one very simple thing to do would be to think through, “What do I do on a regular basis? How much time do I spend thinking about that? Would it be easier if I just had a checklist or a work construction or something like that? Then, if I’m not here, someone else can do it, but, equally, when I need to do it, I can make sure I just wheeze through it. I don’t have to worry about any of those steps.”

And I wonder if this is part of me getting older, but I used to be able to hold a list of things in my head. Now, I struggle more to think about the different steps involved in every process and making sure that nothing gets forgotten. So, anything that can be written down and templated just saves you time in the future.

Pete Mockaitis
And when it comes to the holding in the head, I’ve really noticed that. It’s a little bit of a stressor in terms of, I guess, maybe the psychologists would call it our working memory capacity. That might not be right construct but something like that in terms of there are so many things we can put there, and then when we try to push it for more, I actually feel sort of stress signals popping up.

And so, what I find interesting is if there is a task that is already somewhat stressful, or I’d be prone to procrastinate on because I’m worried I might screw something up or overlook something, make a mistake, or it’s just unpleasant for any number of reasons, having that checklist in place is very satisfying because it’s like I can free up all the potential stress associated with thinking and remembering the steps because they’re just there, and I can feel a little bit of fun momentum associated with, “Okay, I checked this piece of a checklist. It only took 30 seconds but I did it, and it’s checked. And now momentum is there visibly on the page before my eyes.”

Elizabeth Harrin
Exactly. Who doesn’t love ticking a box on a spreadsheet, right, to say it’s done, cross off that task on your to-do list? Project managers love that kind of stuff. And it’s exactly true, and it gives you a better-quality result because you’re not going to forget things. You’re going to go through a set of steps. And, honestly, the first time I did it, my checklist was a bit rubbish, and as I went through the actual task, I went, “All right, I have to do that as well. Oh, I’ve forgotten to involve that person.” So, you just add it on and it becomes checklist version 2.0, and you keep improving and iterating as you go. But the next time you have to do that, you don’t have to think so hard.

Pete Mockaitis
Beautiful. Okay. Well, now just a couple follow-up questions across some of these five Ps. I’ve had the experience, and apparently there are some psychological truths or principles that suggest that we humans have a real hard time, in fact, estimating how long something is going to take. Is that your experience? And what can be done about this challenge?

Elizabeth Harrin
Yes, that’s very much my experience. It’s really hard to estimate. And a lot of what we do is knowledge work where we’re thinking of things or changing something, and we probably haven’t done that before, so you don’t even have past projects where you can go back and say, “When we did it the last time, it took us this long, so, therefore, we can just use those estimates.”

Sometimes that’s because organizations don’t really capture the data in a format we can go back and use again but, also, it’s because people suffer from optimism bias. And when we think, “Oh, yeah, we can do that in four hours,” meanwhile forgetting about the fact that we all need toilet breaks in the day, and to take calls, and to check our emails, and to turn up and do other things.

So, my suggestion for people who are struggling with estimating is to think about how many hours you’ve got in the day, and then to schedule yourself and other people in your team, or have conversations with other people about what’s realistic for them to do, but only think of yourself as available 80% of your time because that then gives you time for those team meetings, the mandatory training we talked about earlier, and taking phone calls on things that are completely unrelated but still relevant to your job, and then you’ve got a bit of a buffer in your day.

The other big challenge with estimating is that people often approach estimating, thinking that they’re only doing this one thing, whereas, in real life, we’re probably juggling multiple different strands of activity or many projects, and switching between projects also cause us some time. So, time blocking has helped me.

Blocking out some time, a few hours to work on a particular thing, or an afternoon to do a particular type of task, and talking to our colleagues about best ways to get things done, what productivity techniques work for them, how do they organize their time, when have they got holidays coming up that they might need to do more things beforehand to hand over, and that might make them less available for your project because they’re supporting something else is just a lot about talking.

And I think contingency as well. Do you think that would be useful?

Pete Mockaitis
Yeah.

Elizabeth Harrin
Yeah, contingency is a buffer time. People often ask me, “But how much contingency should I add to this estimate?” or, “I think this task is going to take five days, but what’s reasonable contingency?” And I tend to, “Contingency should be something that’s based on uncertainty.” So, if you’re not really sure and you’re just guessing, you want to slack on a bit of extra time. Quite a lot probably if you just don’t have the information to make an accurate guess at the moment. But if you’ve done the work before, or you’re quite confident in how long things are going to take, you could probably get away without adding a lot less extra time.

Pete Mockaitis
I hear you. That makes sense in terms of the variable driving whether you want to add more or less contingency is uncertainty because we just don’t know, so let’s play it safe by having some more in a high-uncertainty zone. So, let’s say that the uncertainty is small, you’ve done it before, but it’s a little different. Do you have a go-to percentage that you utilize?

Elizabeth Harrin
I like 10%, I would add 10% extra on. There are lots of estimating models, so if your organization is quite mature in the way that they approach time tracking and estimating, then there’s a lot better ways to do it than just to add on 10%. But if you are just working on something yourself without an awful lot of other guidance from a project management office or anything like that, then give yourself a bit of a buffer, and 10% seems to cover most scenarios.

Pete Mockaitis
Okay. And when it comes to the people side of things, when you’re in the tricky position of having to lead without the authority, like you own the project but you don’t own the employees, you have to do the stuff to make that proceed, it could be a tricky spot to be in. Do you have any top tips beyond being considerate in leveraging their time, of being extra influential, persuasive, to have people to say yes, and, in fact, follow through with their stuff?

Elizabeth Harrin
In my experience, I think it helps to tell people…well, to not tell people, to invite people to participate and explain the reasons behind why their participation is valuable. People like to do things because there’s a reason behind, not just because they’d been asked. So, the great thing about projects is that often there’s a change or a benefit that’s coming at the end of the work. Projects sometimes have bad outcomes, like, “We’re closing down an office, so we’re making your department redundant,” or something like that.

But, often, we’re trying to do something that will be beneficial for the organization and bring about something that’s good. So, if you can tie their contribution into the vision, or the bigger picture of why we’re doing the work in the first place, they can draw those lines and make the connection between how their contribution matters. That can be quite a powerful way of helping people to feel motivated about doing the work in the first place.

The other thing that works is allowing them to set their own deadlines. So, if you go to somebody, and say, “I need this by Tuesday,” their instant reaction might be, “Oh, I can’t do that. You can’t tell me what to do.” Whereas, if you can say, “We need this piece of work done, and your boss has suggested that you’re the right person to do it. How do you think…how much time do you think this might take?”

Obviously, this is not a conversation you’d have in three sentences, but you’d sit with them and explain what the requirements are and help them see the bigger picture of the project as well. And people can then say, “Well, if I need to involve this person and do this and work with that, then I think I could probably get that done by a week on Tuesday.” And that’s the date that goes in your project plan.

One of the biggest mistakes that people make when they’re trying to do projects is they make up all the deadlines themselves. In fact, I’ve sat in a room with senior managers, and they’ve drawn out a project plan on a whiteboard, and said, “Right, that’s what we’re going to do.” And I thought, “But none of the people who are actually doing the thing are in the room.”

Pete Mockaitis
Yeah, “You don’t know what it takes.”

Elizabeth Harrin
“You just don’t know. Why are you making this stuff up?” And then, of course, you just caused delays later because you’ve set expectations that are unmanageable. So, using other people’s expertise, and tapping into what they know, and trusting them to suggest the right timeframes can help. And I feel I’ve gone off the question now. Did I answer the question?

Pete Mockaitis
Well, no, it’s all juicy stuff in terms of you cast the vision for, “Okay, this is how things can be better when the project is done and how you’re contributing to that.” But the deadline-setting stuff, I think, is handy in terms of thinking like there might be a date by which it’s extra valuable to have this done, like, before the tradeshow, or the big meeting, or the big conference. So, that’s, I guess, would be nice to have it done, and executives can determine that.

However, I’m thinking about this is maybe the first project management lesson I learned I thought that was really useful – was it the triangle? You can probably describe it better, Elizabeth, than I can. What’s the time management or the project management triangle?

Elizabeth Harrin
We talk about the iron triangle, the triangle of constraints, of balancing time, cost, and quality. Although, the thought process behind that has moved on a bit now, and we don’t just use time, cost, and quality as a measure of success. But in terms of talking to your stakeholders, your colleagues, and your project sponsor, and your boss, it is really helpful because you can say, “Well, I can deliver to this level of quality, and it will cost this much and take this long.”

And then they could say, “But I want it faster. I can’t spend that much money. I want it cheaper.” And then you can adjust the corners of the triangle, and say, “Well, if we want it cheaper, it will have to be less quality, or maybe it will take longer because we’ll use cheaper resources to do it. Or, if you want it to take less time, it’ll probably cost more because we’ll throw more resources at it. We might be able to maintain quality but we might have to take a few things out of the project scope and maybe add those in as a phase two later, but then we’ll hit the deadline.”

So, it’s about balancing all these different success criteria. And that’s a really helpful point that you’ve put out there because you need to know what people feel is important, and maybe it’s the deadline, maybe it’s, “Do what you need to do but get it done by the tradeshow.” I worked in healthcare, and I was on a project once, and people didn’t really care about when it got done. Well, that’s not true. They did care when it got done, but what was most important was that when it was delivered, it was good quality.

Elizabeth Harrin
And if that took a couple of extra weeks, then a couple of extra weeks didn’t really matter in the grand scheme of things. They just needed it to be good. So, some people will say the date is important. Some people will say, “You’ve got a ceiling on this much money that you can spend,” or, “This quality criteria has to be met,” or it might be something like sustainability, customer satisfaction, or some other kind of measure that they think is important. And if you know that, then you can make all of your decisions based around, “How do we get to that?”

Pete Mockaitis
Yeah, that is powerful to see what is the priority there. And when you say quality, I think my own synonym for quality is how much good stuff, in terms of we can have more…it’s almost two dimensions, like a scope thing in terms of how excellent is the thing and how many of the things are there. Like, if we’re doing a bunch of home renovations, it’s like, “Okay, you want 30 updates across the kitchen and the bathrooms and whatever. And so, we can sort of do fewer of those updates, or those updates could be chintzier, or we’re going to have to have more people working on it, contractors, etc. which will come with the paying for it, or we just take more time to do it.”

So, I think that has been handy for me as I think through stuff, and I get stressed out, like, “Uh-oh, how on earth….?” This feels bad to say but I guess it’s real and something has to give somewhere or else we will be those sad, burnt out, overwhelmed people, is that usually what I sacrifice is quality. It’s like, “All right, well, it’s going to be worse.” But because my quality expectations are usually so insane, we sent you a microphone, so I’m told that no one else does that, and I thought, “Oh, really? They probably should,” but whatever.

So, I’m able to back it up, it’s like, “Okay. Well, we’re just going to allow that, and it’s good enough for 98% of the people who are encountering this thing that I’m making, and I’m just going to have to take a breath and live with it, and that’s fine.”

Elizabeth Harrin
And that’s very much the case at work, isn’t it? There are some things that you absolutely have to get perfect. And if you’re a lawyer writing a contract, you can’t just go, “Oh, well, it’s 80% good enough.” Your client is not going to live with that. But if you’re drafting an internal document just for review to brief your colleagues on something, you know, I prefer not to send out things with typos, but if something did slip through, no one is going to die. It will be fine.

And if it means that you get it out the door at 5:00 o’clock, and you go home on time, and you have a life instead of sitting there stressing about every full stop, and staying at your keyboard till 7:00, because I guarantee that half the people who read that document won’t even notice whether a full stop is there or not. 

Pete Mockaitis
I really like what you said there about no one is going to die, and that is a perspective I’ve come to again and again, because it’s true. There are some things in healthcare, in transportation, in military, police, and other fields where it truly is life and death. The quality of your work will make that impact. And many other times in the land of spreadsheets and memos, it’s usually not.

And so, I find that quite comforting if I’m getting a little bit too worked up about something, is to recall that no one will die no matter how horrible an episode we produce, Elizabeth, although you’re doing great. So, that’s cool. Well, now tell me, Elizabeth, anything else you really want to make sure to mention before we shift gears and hear about some of your favorite things?

Elizabeth Harrin
Something that you can do to start managing your multiple projects more effectively is to think about how you can group them into different buckets. So, if you do a couple of things for one client, or you’re leading on a couple of initiatives for one particular department, how can you bring those things together to streamline the communication, try and have meetings where you cover multiple things in one go instead of scheduling lots of meetings about the same thing?

So, looking for connections between the work you do can make it feel a lot less overwhelming. If you’ve got 15 things on the go, for example, that’s 15 things you have to think about. But if you can put them into buckets, and you’ve got five things in each bucket, then you’ve only got three things to think about, and it could be around the solution that you’re building, the person you’re doing it for, the type of technology that’s in use, the date it’s got to be finished by. It could be anything. But if you can group the work, I found in people I worked with have found that it relieves some of the overload because it gives you a way to think about things at the next level up.

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

Elizabeth Harrin
The quote that I have on my wall is from Francine Jay, and it says, “My goal is no longer to get more done, but rather to have less to do.”

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

Elizabeth Harrin
I like the copy machine study by Ellen Langer, which is about providing a reason for why we want people to take action. When people know there’s a reason, they’re more likely to do the action that we want. 

Pete Mockaitis
And how about a favorite book?

Elizabeth Harrin
If I was on an island, I’d be taking Les Miserables. I really love that book by Victor Hugo. If I was choosing a business book, I’d choose Emotional Intelligence for Project Managers by Anthony Mersino, which really changed the way that I look at our profession.

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

Elizabeth Harrin
I use a tool called Infinity for task management, and a Maltron keyboard to help me type more easily.

Pete Mockaitis
Okay. All right. That’s cool. And a favorite habit, something you do to be awesome at your job?

Elizabeth Harrin
I do Pilates once a week. I think I need to have that time just to be focused on me.

Pete Mockaitis
All right. And is there a key nugget you share that really seems to connect and resonate with readers and listeners, and they say, “Yes, Elizabeth, you’re so right when you said this”?

Elizabeth Harrin
Maybe communicate more than you think you have to.

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

Elizabeth Harrin
You can find me on LinkedIn and on all the normal social media channels. And you can find out more about project management at my blog, RebelsGuidetoPM.com.

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

Elizabeth Harrin
I would say to remember that it’s easier to ask for forgiveness than permission. So, if you want to just organize your work in a different way, just do it. Most managers want action and results, and they don’t really mind how you get there, as long as you get there.

Pete Mockaitis
All right. Elizabeth, thank you. This has been a treat. I wish you much luck with all your projects.

Elizabeth Harrin
Thank you for having me on the show.

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

Zena Everett
Delighted to be here. Thank you for having me.

Pete Mockaitis
Well, we’re talking productivity and time stuff, which is a favorite topic of mine, as well as listeners. And I love your book title so much The Crazy Busy Cure: A productivity book for people who don’t have time to read productivity books. Please lay it on us, Zena, what do you mean by crazy busy? And how is your book sort of distinctive in that it’s for those who don’t have time to read such books?

Zena Everett
Yeah. And I’m nervous about talking about productivity because that sounds like we’re trying to get people to do even more and more, and I’m not sure we are, really. I think we’re getting people to separate the meaningful from the meaningless. But I’m a coach, and my clients kept saying to me, “Oh, yeah, I’m really crazy busy. I’m crazy busy,” and it just was kind of going through our head all the time. And I thought, “This isn’t a good thing.”

You know, the type of person, they’d be late for a session, and everything would kind of be thrown across the table, and they haven’t thought, and they have no time to think, and I’d been asked to coach them because they were causing bottlenecks for everybody else in the organization. And I just thought, “Gosh, this is really interesting. Why are people so crazy busy? Is it them?” and it is to a certain extent, but it’s also a systemic thing. So, that’s what I got really interested in.

Pete Mockaitis
Okay. And so, your book is for folks who don’t have time to read such books. I’m curious, is there a particular…where my mind goes in reading that is thinking about sort of like a time ROI, and Chris Bailey talks about this, in terms of like minutes spent on a thing will yield more minutes back to you for having done so. Are there some particular insights or tools or tactics that are really transformational along these lines?

Zena Everett
Even when you say things like that, it makes me get a bit stressed because that’s sort of minute ROI and all those kinds of things. What I realized is that I found some great research by Bain, actually, where I know where you were a long time ago. So, what they talked about, this whole concept of organizational drag, so I realized that crazy busyness is a thing and it’s got a name, which I call productivity drag.

And these are all the things that kind of slow down the system, that makes it really hard to get any work done. And that is excessive complexity and collaboration, so we want all organizations to be inclusive, but having too many people around the table just means you’ve got too many competing opinions and competing agendas, and often nobody there who’s strong enough to align those and ask the right questions.

So, there’s too much complexity, digitization – amazing because this is how we’re doing this, but sometimes it can layer a layer of fake work, crazy busy work on top of the real work, and I definitely put messaging and teams and social media in there. And then there’s excessive organizational complexity, where there are just far too many systems and processes.

And then overservicing, actually. That’s the fourth, which I realize sometimes I do. I overservice some clients who actually, in terms of ROI, I don’t get that much back. And that can happen when you’re in a business partnering role. So, I think you’ve got those kinds of systemic organizational factors that slow us down. And then you’ve got our own ability to not say no, possibly, or please everybody, all that stuff that gets us here in the words of Marshall Goldsmith, but don’t get us there.

So, I think you combine the two, and that’s why it’s just so hard to get anything done. And you know as well, Pete, that we are switching all the time, aren’t we? Most of our tasks just take a couple of minutes. We’re switching, switching all the time rather than actually doing deep work. And there’s umpteen things being written about deep work and flow, but that’s the holy grail of this stuff, isn’t it?

Pete Mockaitis
Certainly. Okay. So, that makes sense in terms of a cocktail for crazy busyness if you’ve got some organizational drag things going on, a bunch of complexity and collaboration, and overdoing it, and then our own difficulties internally putting together, and there you go, crazy busy, here we are. So, I’m curious, where do you recommend folks start? If they find themselves in a crazy busy situation and we want to get out in a jiffy, what do you recommend as some of the first key steps that make a world of difference?

Zena Everett
I always think our grandparents could run this kind of work because it’s so obvious. It’s first principles, isn’t it? I think it’s going back to people to say, “Actually, what am I really measured on here? What’s my job description? When I’m next in front of my boss or a promotion board or something like that, what do I want to talk about that I’ve actually achieved? And does how I run my role and spend my days reflect that?” because very often it doesn’t.

You know this, we sacrifice our priorities on the altar of everybody else’s urgent demands. So, I say to my clients, “Right. Actually, what is the difference between you and an outstanding performer? What are they achieving? What’s the gap? That’s where you need to focus your time.” So, all that stuff you say yes to, well, we can spend a lot of time saying yes to discretionary activities, all the other things that come our way, all those curve balls, some of which are career-enhancing because they’re interesting, or we’re learning, or they give us access to new networks but, actually, me making you more crazy busy, because I haven’t finished my work, and I say, “Well, look, Pete, would you mind?” isn’t a good thing.

So, that’s why I say, right, just take a step back actually and slow things down to go faster, and actually work out, “What is the top level of my job description?”

Pete Mockaitis
Well, Zena, can you tie that together for us with an inspiring story of someone who escaped crazy busyness by following such a process?

Zena Everett
I’ve got lots of examples, actually, so maybe I should sort of kind of talk about Captain Fantastic. So, I think my typical client would be somebody who got promoted, maybe they’ve been great at their job, they’ve always been hot on execution, worked harder than everybody else, long hours, just delivered. If a job’s worth doing, it’s worth doing well, all that kind of stuff.

And then they’re doing really well at the job, and somebody says, “Hey, look, here’s an intern. Take them on. They know nothing. They’re clueless. Well done,” and nobody ever says to that person, “Right. You’re already spending 120% of your hours doing your job.” Nobody ever says, “Right. This is how you need to make your job more efficient to find time for managing those people.”

Anyway, invariably, they do, and then they end up having a team around them, and that’s often my absolute definition of a crazy busy client. It’s somebody on that sweet spot who’s managing their own contribution but they’re running a team as well, and they probably got a team of mixed ability, maybe some people they’ve inherited or they’re brand new and so on.

And those are the people that I would love to coach, and I have a really robust discussion with to say, “Right. You need to go back and talk to your boss about how much time you should be spending on your own work, and how much time you should be spending on management.” And we don’t talk about time in that respect. I think it’s rare.

Our manufacturing cousins would be everything is timed on the production line, isn’t it? We’re really sure about how long it takes to do when, and everything is fairly timed. Whereas, it’s rare that somebody says, “That report should take you 45 minutes. If you just do it once, do it properly, get it done, it’s about 45 minutes, and this is what good practice looks like.”

So, we’re nervous about micromanaging people, that’s what managers say to me all the time, “Oh, I really don’t want to micromanage people” But, actually, I think we’ve got to be about old school about this, and give some people some sense about how to structure their days, how long tasks should take, and get them to put some kind of rigor and discipline in them.

Because, at the moment, what we know is that work is just cannibalizing into people’s personal time. We’re getting our tasks done but we have this low level of anxiety, hopefully, only low level, no worse than that, because we always feel anxious because there’s just so much to do and we never get to inbox zero, do we, or whatever it is, and there’s always more projects, and there’s more things we can be doing, and never mind all the liking and posting and all that kind of crazy nonsense.

Pete Mockaitis
Well, yeah, that’s a great tip right there in terms of when it’s knowledge work, it can be super fuzzy with regard to you can do a report in 45 minutes, you could do a report in four hours, and I find those guidelines quite helpful, myself, both on the giving and the receiving end because sometimes it really is essential. I’ve spent all day on an email before, and it was absolutely the right choice. That email was mission critical and involved tens of thousands of dollars, so felt great about that.

And the other times, you can go way overboard on something that is like, “No, you just have to kind of check the box so that we know that’s checked, and then we’re fine,” or, “Well, this is going to be edited by six more people anyway down the road so no need to stress it too much because it’s going to be revised like the Dickens so just go ahead and get the rough outline and structure starter point in play and then we’re good to go.”

So, yeah, I think that is helpful as opposed to micromanage-y. And do you have an idea, or thought, or guideline for when does something become micromanagement versus is it just good wholesome quality guidance that is useful and appreciated?

Zena Everett
I like a bit of wholesome quality guidance but I think once we get people cured from crazy busyness, they’re much better managers, and then they’ve got time to say, “Pete, what can I back off and let you get on with?” I think that’s the thing is to have that continuous conversation. And when people are maybe working partly from home and partly in the office and juggling all that kind of stuff, sometimes we need more help than people expect, sometimes we need less, so you can’t overcommunicate on this kind of stuff.

But my real bug bear that really drives me mad is this whole culture of continuous synchronous working. So, this feeling the need to send you Teams Messenger, or WhatsApp, or something, and you respond to that immediately, and I think that is a thing that really slows people down because, aside those occasional days when you spend a whole day on an email, and you probably need to take a step away and come back and look at it again, and maybe sleep on it, all those things, that’s fine.

But, fundamentally, most of us, as you very well know, we’re just switching tasks all day, aren’t we, because people need us, and people need us now. So, I get my clients to have more meetings, which they aren’t that happy about, but better. I’d get them to put some real rigor into their meetings and sharpen up.

Have you ever said to somebody, “Oh, look, do that meeting for me?” and you think, “Great. I’ve saved myself a couple of hours there.” And then the person comes out of the meeting, and you say, “All right. How did it go? What happened?” and they brief you in about two sentences, don’t they, “Oh, yeah, we did this and Jim is doing this. That’s it.”

So, I’m always curious by how my clients can spend so much time in really rubbish meetings that they shouldn’t be in, but they don’t have time to say to you, “Really liked how you write that report. Actually, you can try and make it quicker now,” or whatever it is. So, there’s definitely something about communicating properly once rather than having this continuous stream of consciousness where we feel we should be connected to our teams, well, almost 24/7 in some cases. This drip, drip, drip of Teams messages.

So, I think if we can kind of eliminate that and get people to work away on their own, do some deep thinking, work in flow, all the kind of basic productivity stuff that we’ve all been reading about, and then come back, and then connect and have proper rigorous meetings, life would be so much better. But there seems to be a lot of wasted time in inefficient meetings that we could do something about.

And I think that we need to use technology better so that it’s just a kind of briefing rather than a discussion, or a celebration, or a brainstorm, or decisions to be made, obviously, then there is no reason for that to be a meeting. Our manufacturing colleagues would never get everybody to down tools at the same time because it’s such an expensive investment of time but we’re frivolous with our time. That’s a very long answer, isn’t it?

Pete Mockaitis
Well, I was agreeing with you with regard to that manufacturing analogy. It does feel kind of silly to say, “Okay, hey, everyone, stop. Stop things you’re doing, put down the chainsaw or kind of whatever is going on there, and we’re going to chat about this thing.” It’s just sort of a head scratch, like, “What? Why? What’s happening right now? And why? This doesn’t seem so critical. Is there an emergency? Like, is something catastrophic occurring?”

It’s fuzzy and yet, in professionals, that world is still plenty expensive to have whatever, six, ten people in a room all at the same time, and there is that interruption of flow factor in there as well. So, that really puts in the context that, “Yeah, those meetings are destructive.” So, I’m curious, when you mentioned people-pleasing and not saying no, do you have any pro tips on how we professionals can do that better? How does one decline a meeting politely, diplomatically, effectively in a none career-limiting fashion?

Zena Everett
Well, how do you do it, because you must do it all the time?

Pete Mockaitis
Well, I sort of have the luxury of being the owner/CEO, and so there’s nobody above me to ask me things. So, then it’s like this great mass of the external world which I have license to engage or disengage as I please. So, in a way, I’m spoiled and I don’t have that much of a problem.

Zena Everett
Do you ever feel guilty if you say no to people?

Pete Mockaitis
Well, my wife, I would.

Zena Everett
You should never say no to your wife, ever. What are you saying no to your wife about? Let’s talk about that. Let’s get your wife on.

Pete Mockaitis
I guess when I was an employee, I did, it’s like, “Oh, shucks, I’m invited to this meeting. Oh, I don’t really think it’s viable for me to be there? How do I say this just right?” so I did have those consternations and worries. So, what do you recommend to folks inside organizations?

Zena Everett
I hate that word stakeholder. It’s really kind of cliché, isn’t it? But I think you have to work out who your best stakeholders are. Everybody in this kind of field of time management, we’ve got Pomodoros, or frogs, or something, and I love that antelope and field mice analogy. Do you know that one?

So, you’ve got to know who your main stakeholders are. And I love the analogy of the lions who only chase antelopes. So, they know that they can’t spend their whole day chasing after little furry critters because it’s not worth it. The calorific intake that they need, they wouldn’t get from lots of small things. It’s not worth it. They just let them go.

Whereas, we love to chase anything, don’t we? We love the dopamine hit of crossing something off our list, and our brains can’t distinguish between whether that’s a significant thing, an antelope that we can feed off or if it’s just a load of small field mice. And I am as guilty as anybody of writing small stuff down just to have the pleasure of crossing them off.

So, we’ve got to know who our antelopes are, and so that can be significant tasks, when we’ve got some big goals and we’ve broken them down, yes, sounded stuff, but, actually, we also need to know who those antelope people are as well. Apologies to any vegans who are finding this distasteful. But I think you got to know who the important people are.

And you can’t just jump and overservice people, and you’ve got to know who to say, “Yes, great. I’d really love to get involved,” and go through that thought process, “What’s good for my career? What am I trying to achieve? Where do I need to increase my visibility? If I do this, is this going to give me a new skill? Is this going to give me access to new networks?”

Does that sound calculating? I think we’ve got to be sensible about this, and some people are better than others. There’s so much about saying no, isn’t there? You just say no nicely. Don’t over-explain. Our Royal Family have got an expression of saying, “Never explain. Never complain.” And I think that’s really good. So, the more detail you go into about why you haven’t got five minutes, clearly, you’re shooting yourself in the foot. But you can just say, “Look, I can’t do it.”

But I try and get, I run these “Crazy Busy” sessions, and I teach people, just say, to sequence, “I can’t do that now but I’ll do it, don’t worry. The first available space I’ve got is 8:00 o’clock tomorrow,” or whenever, “Wednesday week and I’ll do it then,” whatever. Hopefully, they’ll disassociate themselves by then. So, I think we need to get into the habit of pushing back, and I think we just need to say, “Yes, I can, and this is when I can fit it in.”

Again, our manufacturing colleagues, if I came to you, and said, “Look, I don’t know, here’s my test tube. Test it in your testing laboratory,” you wouldn’t say, “Of course, I’ll stop the whole line, all those other test tubes will go crashing off the sides.” You just say, “Yes, of course. We start again at 3:00 o’clock, and yours will be the first on there.” So, we’ve just got to approach our work in the same way, and say, “Yeah, I can schedule it in then. How’s that?” And if that doesn’t work, then find somebody else to do it the nicest possible way.

Pete Mockaitis
All right. So, we got that great clarity associated with who the people who really matter, and what is the work, and the projects that really matter, and the things you’re being judged or graded upon. Cool. And so then, I’d love for you to elaborate on the just say no nicely. Do you have any favorite phrases, scripts, verbiage?

Zena Everett
I’ve learnt, one of my clients taught me to say, “I’ve noticed…” so that’s a very nice way of dealing with things because I think the people that cause the greatest problems, actually, are the ones we can’t say no to. We soon learn to say, “Yeah, I can’t do that now. I’ll do it later,” or, “Actually, I really can’t get involved in this. I don’t have the capacity.”

But the ones that are the real problems are the, “You sending me a message, say, at 7:30 every morning when you wake up, saying, ‘I need this for a meeting at 9:00,’ and you’re my boss, and I’m terrified of you, and so I don’t know how to deal with it, and I’m hardwired to do it straightaway.” So, “I’ve noticed…” is a really nice way to start a conversation, to say, “Pete, I’ve noticed that you’re often sending me emails at 7:30 asking for information. Oh, that’s no problem. I love doing it for you, but…” okay, maybe not quite as revolting as that.

“But how about I have sight of your diary. Once a week, you can show me what meetings you’ve got coming up and then I can make sure I schedule time to get all that information from you?” So, “I’ve noticed…” is a really nice way to talk about someone’s behavior and how you want it to change rather than making it personal.

So, I think that’s a conversation-starter to say, “How can we do this and get a bit more organized?” because crazy busy people are a real problem for everybody else, because they’re multitasking, they’re always missing deadlines, everything at the last minute, they’re perfectionists often so that slows things down because perfectionists are more likely to procrastinate. They cause problems for everybody else, so we almost need to learn how to have conversations with crazy busy people so we’re not crazy busy by default. It’s not pushed down the chain.

Pete Mockaitis
Okay. So, let’s say we’ve done all those things masterfully in terms of we’ve gotten clarity on what’s important and who’s important, and pushed back effectively on, “I’m not going to that meeting. I’ve noticed this behavior. I’m going to schedule some time to do these things.” If we’ve tamed the external world, what are some of the top things we got to focus in on with our internal world?

Zena Everett
Okay, I’ve gone on the external world. Often, when I talk to people about what sucks up their time the most, they talk about emails and messages; so emails, meetings, and messages, systems, processes, inter-team communication, networking, so I just add to your list. I would usually encourage people to have a talk about internal communication, like, “Can we stop emailing each other? Can we just talk? Can we go and have lunch and get all this dealt with rather than, again, this kind of James Joyce stream of consciousness all day?”

I think our internal world is often that people-pleasing, those messages we’ve internalized, “If you work harder than everybody else, you’ll do well,” the stuff. We look at maybe our parents, caregivers, people from our early lives that we’ve observed, they worked incredibly hard, they’ve done well. Actually, the world is slightly different now. It’s the thinking that makes the difference. It’s the creativity, it’s the innovation, it’s the space to lead, it’s time to think for us.

So, I think we’ve got to realize that, actually, the whole MO for getting us to a certain level in our careers has to shift when we want additional responsibility because we can’t run around like a headless chicken looking stressed. So, I think it’s some real self-talk about, again, like I said, Marshall Goldsmith is, “What got me there,” I love that expression, “won’t get me here,” thinking, “What does a high-performer in my organization look like? What are people saying about me? Am I giving off a vibe that I take it all in my stride, I’ve got capacity for other people? And have I got time to network?”

I’m interested in your thoughts on this, but I think that’s so important for career success, and I’ve heard you talk about this. I think people who got their heads down in their job and not networking, they’re not saying, “Pete, what are you working on? That sounds really interesting. Let’s have a chat about it. Let’s grab a coffee,” they’re not just reaching out. They’ve got their heads down, and, actually, in most organizations that I work in, those aren’t the people that do well.

The people that do well have got their heads up and they’re visible and they’re picking very carefully the projects that they get involved in because they want to be seen to come up with the gamechangers. But our brains fight against this, and it can be in our DNA just to do lots of busy stuff. And then there’s all the real kind of mother hen managers, I talk about in the book, that are the ones that are…they remember everyone’s birthday, they do all the emotional labor, they’re collecting the cups after the meetings.

They’re doing other people’s work for them because they don’t want to share out across the team because they’re worried that their colleagues are too busy, all that kind of stuff. And, actually, they’re the ones that crash and burn. They simply don’t get promoted.

Pete Mockaitis
All right. Those are some good flags and watchouts there. Yes, I think I’ve noticed that as well as those with their heads up and around and aware, being thoughtful and selective, and networked and building relationships, do often seem to be advancing better than those who have their head down. And, I guess I’m an extrovert, but it sounds like more fun to me as well in terms of how you’re operating. So, you mentioned self-talk, are there some key mantras or I guess maybe cognitive distortions to tackle head on or how do we get our heads right?

Zena Everett
Well, I’m a bit of a “Just don’t do it” person. I think people really have to learn to say no to stuff, and that’s a big…like, we’ve just talked about. But, actually, even if they’re not saying no to somebody else, just think, “It’s really tempting for me to read that, get involved in that, but, actually, that’s not a priority. My time is finite,” so I think that’s important.

The voice that I want my clients to hear from me, “Why am I doing that? What’s my highest and best use here?” And the way that we manage our money, that idea of best use of treasury, is the same thing, “What is the highest and best use of my time? What is it that only I can do?” It’s a great question if you’re a manager, “Out of everything I can do, what should I be doing? What is it that only I can do on my team? And that’s where I should be adding the most value because that’s my greatest contribution to the business.”

So, I think those are the kind of reflective questions that we need to go through, “And why am I doing this? If this is my hourly rate, why am I doing this? Shouldn’t somebody be doing it?” We know when people are supposed to be more strategic and not get involved in the weeds. Sometimes that’s a bit scary because they think, again, I’m talking about guilt a lot.

But that can almost feel indulgent, couldn’t it? I’m really thinking about this kind of stuff where it’s actually, “Should I just be on the phone or getting involved in this kind of bring stuff to show that I’m willing,” but, actually, businesses want people they develop to spend more time being strategic and more time thinking. So, that can be something that people really need to talk themselves into to think, “Look, this is okay. I might be right at the top of my comfort zone and really enjoying it, and it feels good.”

Pete Mockaitis
All right. Well, we’ve got some good tidbits here. I guess I’m curious, having worked with so many different coaching clients, can you share a couple of the approaches, tips, tools, interventions that have been just the most transformational and yet also easy?

Zena Everett
Okay, I’m thinking about this. I love the whole towering strengths exercise which, again, is from Marshall. I’m doing PR for Marshall Goldsmith, it seems like.

Pete Mockaitis
Well, we had him on the show recently. He’ll appreciate the reverberation there. So, let’s talk about that.

Zena Everett
So, he has a great exercise where you work out what your towering strengths are. So, that could be, “I’m a really hard worker,” and then what happens when that goes into overdrive, “Right. Well, actually, I’m a complete control freak. I really don’t like to leave anything not done exactly right. I don’t want any loose ends.”

So, when my towering strengths have been super hardworking, when it goes into overdrive, means that I just throw myself at everything in. I don’t stop and think, “I think hard work is going to get me through.” So, the towering strength versus overdrive exercise is really helpful because our towering strength is often what creates a kind of glass ceiling for us later on in organizations because that becomes the problem.

So, maybe, I mean, you and I work for ourselves. I know my towering strength is that I’m pretty strong, I’m very independent. When, actually, that towering strength goes into overdrive, it means that I can be a little bit slow in saying, in asking for help and getting support because I always think I can figure everything out on my own. So, that’s an exercise that I think can be really interesting for people.

And then I do love all those magic questions. If you went back into work tomorrow and everything was fantastic, what would be different? I think that tends to shift people because they say, “I’m stuck and I don’t know,” but you just kind of take them to the sunny opens and get them to look back, then they come up with ideas.

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

Zena Everett
Yeah. So, any kind of Productivity 101 is about scheduling. If it’s not scheduled, it doesn’t happen. So, I get people to pimp their calendars because our calendars are full of meetings, and full of calls but they don’t have tasks in there. So, I get them to understand their priorities, which is the P, to insert into their schedules, it’s got to be meaningful, the M in PIMP, because otherwise they’ll let somebody bump up their tasks and take priority.

And then the final P in PIMP is for prompts, which we know that people have got to have a prompt so that they don’t have…to remove the element of choice, “So, I finish doing this meeting. I’m going to put the kettle on, make a coffee, and then I’m going to go straight in and do that, write that bit of report, or whatever it is, for an hour. I’m going to set myself a timer and do it,” to remove as many options as possible.

So, I make people pimp their schedules, and actually schedule tasks in so that we feel that we have some greater sense of control because what I’ve noticed with people is they’ve got no time for actual work. They’ve just got so many meetings, so many different demands that they’re doing. They don’t have time to actually stop and think and do some deep work, so that’s going to be scheduled. So, your antelopes have got to be scheduled and also your field mice.

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

Zena Everett
Well, I have to say I like, “Just don’t do it.” That really works for me. And I tend to think about that first, “Why am I doing this?” Yeah, so just don’t do it. That’s the opposite of “Just do it” that we attempted to do. I think a lot of brain, just doing it, causes organizational drag, “Why are we actually doing this?”

Pete Mockaitis
All right. And do you have a favorite study or experiment or bit of research?

Zena Everett
I love Dunning-Kruger. Shall we talk about Dunning-Kruger?

Pete Mockaitis
Let’s do it.

Zena Everett
I love the Dunning-Kruger Effect which is a cognitive bias. So, a hapless criminal, I think in the ‘90s, went and robbed two banks with just lemon juice on his face. And he robbed one bank and then another one thinking that he’d never get caught because lemon juice is an invisible ink. And, of course, he was arrested swiftly.

So, Messrs. Dunning and Mr. Krueger, psychologists, thought, “How can somebody so hapless have so much confidence?” So, they discovered this thing called the Dunning-Kruger Effect, they did various research on students and realized that the people with the least ability had the most confidence, and vice versa. So, they call it Dunning-Kruger effect, so the less you know, the more confident you are.

And, of course, the opposite of Dunning-Kruger is that when somebody becomes an expert in something, sometimes they can have a bit of a confidence wobble because then they’re worried that, actually, they realize all the stuff that they don’t know because they’re benchmarking themselves against their peers who are other experts.

So, I see in mid-life that sometimes people have confidence wobbles, or they call it impostor syndrome, “All of a sudden, I was great at my job. And now I’m feeling a little bit hesitant and losing confidence.” So, I love telling them about Dunning-Kruger, “Actually, that’s really good because you just realized you know what you don’t know.” So, I’m a bit anti all this stuff, particularly, thanks to all kinds of stereotypes, but there’s lots of coaching for women around the impostor syndrome, “Oh, just relax about that. Don’t put yourself in those situations.”

I say to my clients, “That’s great if you’re feeling like an impostor. That shows that you’re really pushing something, you’re doing something new, but it’s also that you’re just realizing that maybe you need a little bit more preparation time to really feel confident. You need to put some more hours in but it doesn’t mean you shouldn’t keep on going.”

Pete Mockaitis
Oh, that’s great. And a favorite book?

Zena Everett
Okay. So, I’m a big fan of Alan Weiss. I love his Million Dollar Consulting book, I love his Money Talks, I love his kind of raw ambition and confidence and aspiration. I think it’s great. I recommend his books frequently. So, he’s talking about this whole idea about charging for what you’re worth.

Pete Mockaitis
All right. And a favorite tool?

Zena Everett
I don’t think I have a favorite tool. In fact, I’m quite nervous about people who like a software for everything because I think a whiteboard, where you map your projects with some really good Sharpies and some great Post-It notes so you’ve got visual management is a fantastic tool. So, there you go, an old-fashioned whiteboard where I can actually see it. That really works for me. I’m neurotypical. I’m much more visual than I am, so give me a whiteboard and a spreadsheet any day, though I think that works.

Pete Mockaitis
All right. And a favorite habit?

Zena Everett
I’d like to come up with some great productivity habit. I’m very motivated by a great cup of coffee, so that’s my favorite reward. Rewarding myself with a good cup of coffee.

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

Zena Everett
“Why am I doing this?”

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

Zena Everett
My website is ZenaEverett.com, and I send out a monthly article on productivity and career success. So, if people want that, they can either sign up for my website or just drop me an email and we’ll add them to our system.

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

Zena Everett
Work out what your antelopes are and make sure that your diary reflects your priorities, not other people’s.

Pete Mockaitis
All right. Well, Zena, it’s been a pleasure. I wish much luck and very little crazy busyness.

Zena Everett
Thank you. You, too.