Productivity Archives - Page 5 of 22 - How to be Awesome at Your Job

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

Carey Nieuwhof
Well, it is great to be with you, Pete. Thank you so much for having me.

Pete Mockaitis
Oh, thank you. Well, I’m excited to talk about your book, At Your Best: How to Get Time, Energy, and Priorities Working in Your Favor. Can you tell us, as you’ve kind of thought through this, talked to people, worked with people, researched, what’s one of the most surprising and maybe counterintuitive discoveries you’ve made about people and trying to be at your best?

Carey Nieuwhof
We’re all in the same boat, we can start there. Almost everybody I know, including myself for a long season, felt overwhelmed over work and overcommitted. It just seems to be almost an endemic in our culture these days, so I think that’s a big surprise. The other thing that really led to the writing of the book, for me, Pete, and really the reorganization of my life, and helping thousands of other people do the same, was everybody talks about time management. But the problem with time management is you’re managing a fixed commodity. Like, nobody is giving you a 25th hour in the day. Nobody’s floating you an 8th day a week.

So, I was pretty good at time management, and I burned out. So, the big surprise for me on the other side of burnout 15 years ago, as I reconstructed my life, was I started to focus on energy management, not just time management, and that’s where I started to find exponential returns is when I thought about how my energy level, and it’s a human condition, everybody’s energy level goes up and down over the course of the day. And when I started to manage that, that’s when I started to see exponential returns in productivity, and started to regain a lot of margin in my life. So, I think that’s probably the most surprising thing.

Pete Mockaitis
Well, yes, I definitely want to talk about energy management. So, maybe could you give us, first, a broad picture perspective on what’s sort of like the big idea or core thesis behind the book At Your Best?

Carey Nieuwhof
Yeah. So, most of us are living in an unsustainable pace, and the big idea of the book is to learn, and I’ve got a system that we can unpack in as much detail as you want. I developed a system to help you live in a way today that will help you thrive tomorrow. And for my first decade of leadership, I was in law then I moved to church world. I’m a person of faith.

I was leading a rapidly growing church, and after a decade in leadership, I burned out, and it was real struggle for me. And I was living in a way most days that made me struggle tomorrow, made me barely survive tomorrow. And if you talked to most people today, whether they’re stay-at-home parents, whether they’re working part-time, whether they’re full-time, whether they’re in the C suite, or whether they’re entry level, almost everybody goes home feeling overwhelmed, overworked, overcommitted, and I was just exhausted. I would get home. I’d flop onto the couch.

So, on the other side of burnout, I started to ask the question, “What does it take to not do that anymore, like, when you’re not feeling well?” And I spent the summer of 2006 really probably clinically depressed because of burnout, and now, 70% of people every year identify with symptoms of burnout, going, “Yeah, I’m kind of burned out or I’m very burned out,” so it’s a real problem. But when I was in that space, I thought, “I don’t want to go back to normal. I want my life out of burnout,” but, like, normal got me burned out. So, how do I create a new normal?

And that’s when I started to really think, “Okay, I want to live in a way today that will help me thrive tomorrow.” And it comes around how to manage your three principal assets. So, if you think about every single person, whether you’re retired, or in preschool, or in a C-suite level job, you have you’re managing time, you’re managing your energy every day, because we all know there are certain parts of the day where we’re kind of dragging and other parts where we feel better, and you’re managing priorities.

And technology has really made it complicated because, suddenly, it’s super easy for everyone else to get their priorities onto your agenda. So, I started to rethink how I approached those three assets. So, when you’re in what I call the stress bio, when you’re overwhelmed, overworked, overcommitted, basically, your time is unfocused, you’re not thinking about how to use your time, your energy goes unleveraged, you treat every hour as though it was exactly the same, you don’t really think about your energy levels, and you will allow other people to hijack your priorities.

And so, it took me about three to five years but I built something that I now call the thrive cycle. And on the other side of burnout, I started to think, “Okay, what if I focused my time, what if I started leveraging my energy, and what do I need to do to realize my priorities?” And when I started doing that, that’s when I saw 10X returns in terms of my productivity at work, my level of joy in life, and also the amount of margin I had, like just the free space, the freedom to do what I really felt called to do.

Case in point, in my 30s, everyone said, “Carey, you should write a book. You should write a book.” And I always wanted to write a book but, before I burned out, I just always said I didn’t have the time. So, that was 15 years ago. In the last decade, I’ve written five books. This is book number five. Actually, I wrote six because one I never published. I found it the other day, I’m like, “Oh, I forgot about that one.” It might see daylight some other time. But I’ve written five books, and it greatly expanded my capacity.

So, that’s the overview, that’s the nutshell, Pete.

Pete Mockaitis
Well, that’s inspiring. So, there’s a beautiful sort of after state in terms of five books and joy and margin and freedom. Can we visit briefly the before state in terms of burnt out, didn’t want to get off the couch? What was life like just before you’re like, “Whoa, I’m burnt out” and in the midst of the burnout?

Carey Nieuwhof
Well, it was strange, and I don’t want to paint an idyllic picture. I still have days where I’m stressed. I still have days where it’s like, “Whoa, that was too much.” Last week, I had a really busy week. But I think the key that a lot of people lacked is the ability to recalibrate quickly. Going to bed on time, getting up the next morning, you’re like, “Oh, battery back up to 100%.” And so, that’s what I’ve been able to navigate for over a decade now on the other side of burnout.

Prior to burnout, it was getting to the point where I had a terrible formula. So, I started our church, and I’ll use that as the case study because that’s what I was doing full time, started with a half dozen people. Well, I started with three little churches, three little baby churches. Half dozen attended one of the churches, the average attendance was 14 at the second, and the mega church had 23 people.

Pete Mockaitis
Mega. All right.

Carey Nieuwhof
So, very manageable. It’s like running opening day on a business, you have five customers. It’s like, okay, you can handle that. It wasn’t that bad. I remember getting bored the first week I went to work. By Wednesday, I had my sermon written and I thought, because I trained as a lawyer, I’m like, “I don’t even know what you’re supposed to do.” So, I called the chair of our elder board, and he goes, “Well, go visit people.” I’m like, “Oh, okay.” I got lots of time.

But then, almost instantly, the churches started to grow, and at first it was sustainable. Till we got up to about 200, I just put 200 people. I put my pedal to the floor, and I’m a pretty energetic Enneagram 8, if you follow that stuff. Like, I got a lot of energy and it was fine. But the problem with that is it doesn’t scale. And so, I started to get more and more tired, and my bad broken formula was more growth equals more hours. Well, that just doesn’t scale.

So, our church grows from a handful of people to a hundred people, to 200 people, to 500 people, to 750 people, 800 people. At this point, I can’t remember people’s names, I’m up five nights a week, but I think, in my 30s, “I’m superhuman. I can handle this. I can do this.” On the inside, I should’ve seen the warning signs. I didn’t. People kept telling me, “Carey, you’re going to burn out,” and I thought, “Burnout is for weaklings. I’m not weak. The rules don’t apply to me.” So, there was that, and that’s definitely looking back on it. That was arrogance on my part.

I also ignored warning signs like I was starting to feel numb. Life is emotional. People go through good times and bad times. And when someone said they were getting married or having a baby, which should be really joyful, I had a lot of muscle memory, and I could kind of like smile and nod.

Pete Mockaitis
“That’s great.”

Carey Nieuwhof
Yeah, “That’s great.” But on the inside, I’m like, “I don’t feel a thing.” And, conversely, if somebody came up to me on the weekend, even someone I knew, unless they were really close, and said, “I got a terrible diagnosis this week. I have cancer,” I knew what to say but I couldn’t feel it anymore. And that was really, really alarming to me, but I hadn’t been in that state, and I’m like, “Well, someday this will work out.”

So, ironically, you asked what was it like before I burned out. To some extent, I was on top of the world. Church was the largest it had ever been, I had started speaking outside of the church because we’re growing quickly, and people would ask me questions. So, I remember I flew down to Atlanta, and I spoke in front of 2500 people gathered from around the world at a conference, worked really hard for months on that talk, it was the biggest audience of my life to date. And by all accounts of everyone in the room, I crushed it, like knocked it out of the park. I’m, like, amazing. My wife and my boys were with me. And when I flew back to Toronto from Atlanta, when I got off the plane, it’s like I fell off a cliff and it’s like my body went on strike.

So, that numbness that had been building for a couple of years, the turmoil in our marriage, we were fine on the outside but there was struggle on the inside, the lack of sleep, all of that caught up with me, and it’s like my body said, “Well, that’s it. We sent you all kinds of warning signs, but now we’re strike.” The body was on strike. And I didn’t declare a finish line so my body did. And I went into what probably, had I gone for a diagnosis, and I went to a counselor, I didn’t see my doctor about it, I should have, he probably would’ve said, “Carey, you’re depressed.” And I lost all my passion. And I’m a very passionate person. I became very cynical. I kind of thought life was over, and it was painful.

And I got up most days, you hear these stories of the guy who can’t get out of bed. I got up pretty much every day, maybe a little bit later, and I’d go to work and go through the motions, but there was nothing on the inside. And you can get away with that for four months but you can’t do that for four years. And by the grace of God, the first flickers of passion started to return in the fall of that year. That happened in May of 2006, where my energy just tanked.

By the fall, I felt the first flicker of hope, and it’s like my heart beat for a millisecond again, and I’m like, “Oh, emotion. This is good.” And then it was gradually, but it took years, like three to five years to really find my new footing to say, “Okay, I think this is the new normal,” and for my heart to fully function again. And I’m so grateful it did, but, man, anybody who’s ever burned out, like it is awful.

And now, I read a Deloitte study, summer of 2021, if I get this right, it was in the 80s. I think it was 82% of senior executives leave work every day emotionally exhausted and physically drained. And according to a study done before the pandemic in 2019, 70% of adults in their 20s and 30s say that they experienced some of the symptoms of burnout in the last year. So, I think we’re just living at this pace where it’s kind of like, “I was feeling like me 15 years ago.” Now, it’s like, “Whoa, there’s a lot of people, like millions of people are in that state every day.”

The other thing I would say is I’m not a doctor, I’m not a psychiatrist, but I’ve created this category I call low-grade burnout, having taught thousands of people about this. And low-grade burnout, the working definitions are the functions of life continue but the joy of life is gone. In other words, yeah, you’re getting up, you’re shipping podcast episodes, you’re taking the kids to soccer, to dance, you’re socializing with friends, you’re going to work every day, maybe you’re even setting records, but there’s no joy in it. You’ve built a life you want to escape from. And I think that’s a kind of burnout that’s just in the water supply these days.

Pete Mockaitis
Wow. Well, thank you for sharing. That’s powerful stuff and a wakeup call for many in terms of like numbness or joy, whether it’s all the way gone or like halfway gone. It’s like, hmm, to note that as an indicator, like, “Something is amiss here. Adjustments need to be made.”

Carey Nieuwhof
Pete, it’s almost a human condition now but my point is it doesn’t have to be. Like a lot of us, you get into your late 20s or 30s and you grow a little bit cynical, and you think, “Oh, I guess this is life.” There’s that old movie with Jack Nicholson, I think it’s Helen Hunt, this is, “As Good as It Gets.” And a lot of us to that point, and that’s the whole point, right? We’ve built these lives and we’re like, on the outside, I had it all. Like, I had a beautiful wife, great sons. We were the church everybody would travel to, to see, because it’s where it was going on. But on the inside, I was dying.

And I think there are so many people now who are in that place where it’s like, “Got the house, got the car, got the job, got the family, got the girlfriend,” whatever your life situation is, “…but how come I’m so flat on the inside?” Now, I think, as a person of faith, some of that is spiritual. And you’re not even going to be able to figure out what that is until you get a level playing field, and you can say, “Okay, let’s get time, energy, and priorities working for me, and then I can actually see, ‘Is this the right job for me? Is this the right relationship for me? Is this the right life circumstance for me?’” Because if you can’t feel anything, you can’t assess anything, but that is now what passes for life for so many people.

Pete Mockaitis
Okay. Well, all right. So, joy, that’s a huge a motivator, a huge why to try out some of your goods, Carey. And if that wasn’t enough, your approach also liberated for you a thousand productive hours a year. Can you share with us sort of that math and how it results in such a staggering result?

Carey Nieuwhof
It’s a little crazy, and when I wrote it down, I remember the first time I quantified it, I thought, “I feel like that infomercial guy.” But it’s actually what happened to me, and it’s got a bit of street cred because, before I wrote the book, I taught this to leaders around the world and also offered a course that we ran, I think, 3500 leaders through. And the results are three hours a day to three hours a week.

Pete Mockaitis
Somewhere in that ballpark you’d expected that level of result.

Carey Nieuwhof
Somewhere in that ballpark. So, three hours a week, it’s like, yeah, I became somewhat more productive and I freed up three hours a week. You know what that boils down to? That’s about 160 hours a year, which you think, “Well, that’s not that much.” That’s like getting a month of vacation, like your next four weeks are free because you’ve eliminated so much of the clutter in your life. If it did for me, and it’s done this for hundreds of other people, maybe thousands now, three hours a day, it is not hard to waste three hours a day. It’s the same with your time as well. Like, it doesn’t take that long.

And the biggest section of the book is on priorities. The first part tells you, “Here are some tips on how to use your time. Here’s how to leverage your energy,” which seems to be the big gamechanger. But the bulk of the book is actually on priorities because, otherwise, you have a good theory. And what happens every day is you start in reactive mode. First thing you do is you look at your phone, then you dig around in your inbox, then you’re on social media. And, suddenly, what you’ve allowed is other people’s priorities to determine how you spend your day.

And then you’ve got that really important thing to do at work, the project you’ve got to turn out, the report you’ve got to give in to your boss, the client you’ve got to meet with, the deal you’ve got to land, but you didn’t get to it. And the reason you didn’t get to it is because, “This guy called and then I got called into a surprise meeting, and then I’ve got 17 texts I haven’t responded to yet. And, oh my gosh, I looked at my inbox, it’s a disaster. It’s on fire.” And then you got pulled into another meeting, and someone knocked on your door, and said, “Hey, can I just have five minutes of your time?” but it wasn’t five minutes.

Or, you’re in a cubicle and everyone is distracting you every three minutes. The next thing you know, it’s 4:30 in the afternoon. In my law days, you’re still not ready for court tomorrow, you’re still not ready for whatever that big project is, and now what do you do? You take that home with you. And so, what the “At Your Best” system does, the thrive cycle does, is it makes sure that you get your most important stuff done. And then, all of a sudden, you’re like, “Oh, okay, I am now in a place where I got the big stuff done. Yeah, there were some flashfires and, yes, I had that impromptu meeting at 2:00 o’clock.”

But you can walk out of the office at 4:00 or 6:00, or close your laptop if you’re working from home, at whatever your normal signoff time is, and you’re like, “I’m done. I’m going to go for a bike ride. I’m going to go out for dinner with friends,” and you’re not thinking all the time about that giant project you have to get done. So, that’s what really where the claim comes from. And if you do that, if you reclaim three peak productive hours in a day, that’s 1,095 hours in a year.

Pete Mockaitis
Yeah, okay. So, then three hours that have been frittered away in a meeting that didn’t need to happen, or an email checking, or social media frittering that didn’t need to occur, by liberating three a day, we get over a thousand a year. Understood. Well, so then, let’s get into it. What are some of the like top practices that are so transformative for folks?

Carey Nieuwhof
There’s a million time-management books out there, a lot of which I’m huge fans of, and some of the authors of whom endorsed this book, like Greg McKeown, Cal Newport, David Allen, I’ve interviewed him for my podcast. Probably the breakthrough for a lot of people when you’re looking at “At Your Best,” is I call my own language out. And the language I hear a lot of people use, it’s simply this idea that, “I don’t have enough time.” The whole idea of time famine.

So, when it comes to managing your time, it’s pretty easy to say to yourself, like I did all through my 30s, “Pete, I don’t have time to write a book. You don’t understand how busy I am. These things grow like crazy. Like, I haven’t got time to write a book.” And then, one day, I had this realization, and I don’t know why, everybody knows this, but it just hit me like a ton of bricks one day, it’s like, “Carey, you have the same amount of time as any other human being on the planet. If you’re running a Fortune 50 company, nobody gives you a 25th hour in the day. Like, it just doesn’t happen. You have the same amount of time as everyone else.”

And then I started to think about how productive some of my heroes were, and made me go, “What gives?” And so, what I made myself do, and this is what I would encourage every listener to do, is start admitting, or stop saying, I should say, stop saying you don’t have the time. Start admitting you didn’t make it. So, just stop saying you don’t have the time. You actually have the time. What do you want to do? And I’ve asked lots of leaders about that, like, “What do you want to do?” and people are like, “I want to launch my own podcast,” “I want to write a book.”

Or, I remember one person said, “You know what I want? I want a weed-free garden. Like, my garden used to give me so much joy, and I just never have time to weed it.” I’m like, “Well, you actually have the time, and you can do that.” Other people want to paint, and they want to do different things with their life, “I want to learn how to cook,” “I want to learn how to ski,” or whatever it is. You actually have the time, “I want to crush out the next quarter’s goals before midnight on the day before they’re due.” Okay, great. Well, you can do that. And so, stop saying you don’t have the time, start admitting you didn’t make it. So, that’s time.

And then energy. So, you have 24 equal hours in a day, but, as you know, not all hours feel equal. People like Daniel Pink and Cal Newport have identified, using brain research and science, that most people seem to have about three to five peak productive hours in a day. If you really think about it as a writer, having written books, all my author friends would tell you they cannot write for 17 hours a day. It’s just not true. Well, you could but by hour seven, you’re spewing garbage at that point.

And if you’re up against a deadline, “Yeah, sure. Okay, I can work till midnight if I have to because I have to get this chapter in,” but you’re not producing your best work. Most writers would say success is a thousand good words a day, which doesn’t sound like much but that may take you three to five hours. So, you’ve got three to five hours in a day where, I’d argue, you’re at your best. So, we usually think about this as like morning people, night owls, or people who hit their peak midday. What would you say, Pete, I’m curious, are you a morning person, a night owl? I call that your green zone, your best. What are your best hours in the day typically?

Pete Mockaitis
Yeah, you know, it’s funny, and, I don’t know, I don’t think this is always the case, but over the last, I don’t know, six years, it really seemed like it is the morning…and we had a couple sleep doctors on. And so, in the earliest of mornings, we’ve got what one called groggy greatness in terms of, “I might not be super alert, but, wow, I’m getting a lot of good ideas. I don’t know if they’re good yet, but I’m getting a lot of ideas which I’m parking to later evaluate to see if they’re good.” And then maybe an hour into the day, it’s like, “Okay, let’s get after some stuff.”

Carey Nieuwhof
Yeah. Could you put it on a clock? When people think about this, they usually find they can. So, is it like 5:00 a.m., 7:00 a.m. for you, 8:00 a.m.? When does your green zone start?

Pete Mockaitis
So, yeah, if I wake up at 6:30, I feel really raring to go at 7:30.

Carey Nieuwhof
Yeah, great, 7:30. And then when do you start to fade? A little bit mental clarity, a little bit of brain fog, like when does that hit?

Pete Mockaitis
Well, in some ways, after maybe around 90 minutes of doing something, it sure is time for a break, but then it’s not over. I would say, well, I’ll put it this way. At 1:30 p.m., I sure don’t want to schedule something important. It’s, like, I am sleepy and I will be, hopefully, lying down for a power nap, if possible, around then.

Carey Nieuwhof
Thanks for being so honest about that because I think, in the ‘90s, when I came into the workplace in law, there was this idea that we were robots, we were superhuman, and sleepy was for wimpy people. And what you just admitted, along with every single person listening to this podcast, that you’re human, and that’s the way humans operate. So, my hours are 7:00 to 11:00 a.m. That seems, these days, to be my best. If I’m lucky, after a power nap at lunch, I’ll get another incredible hour, and that would be my green zone.

Cal Newport says we have four of those hours a day where you can really do deep work. Daniel Pink would agree that it’s a very limited window. And even if you’re a night owl, I was talking to my wife, she was talking to someone who says her best hours are between 8:00 and midnight. It’s like, “Wow, more power to you.” But at that point, if I’m on a sofa, I’m probably falling asleep in the next 20 minutes. Like, that’s just me.

So, you have green zones, those are your best hours. And I’d encourage you, even if you can’t say exactly where they are, like pick a zone. Is it morning, afternoon, evening for you as a person listening to this show? Then you also have, on the other side, red zones. It sounds like 1:30 in the afternoon could be a red zone for you. 4:00 to 6:00 in the afternoon is getting into my red zone.

So, we’re having this interview later in the afternoon, so I had a little quick nap at lunch, and then I went for a 30-minute bike ride before I jumped on because I wanted to be mentally clear, kind put some paddles on the heart to get me going and make sure that I was going to deliver for you and your audience. But, normally, 4:00 to 6:00, it’s either I need a nap or I need to get my body moving.

And then everything in between is just yellow. You’re not at your best, you’re not at your worst. And the way to think about it, and this is the Archimedes lever for almost everybody who’s tried this system, if you’ve got your best hours, start focusing your best work in your best hours of all the things in your job description. Let’s say your job description has ten things in it. Even if you’re a founder, you know this. It’s like you still have parts of your job that you’re not very good at and that aren’t that important. That’s like every single job, there is no dream job where it’s all 100% everything you want to do and you’re still good at it all the time.

I know for myself, right now, I write books and speak and run a digital communication company. If I write well, that’s number one, that’s what I’m best at, that’s what I’m gifted at, I’m a communicator. If I have a clear and compelling vision, if my staff are aligned, and if we have the money to do what we’re called to do, then everything is going to be okay. If I start writing poorly, if the vision is fuzzy, if my team starts to fight or bicker or gossip, or if we run out of cash, we have problems.

So, what I do in my green zone is I try to focus on the things that move the needle in those four areas. Write killer content. If I’ve got an issue with the staff or I’ve got to clarify vision or the future, I’m going to do that in my best hours in the morning, and I’m going to protect those hours. I used to be the king of breakfast meetings, and I’d go to a breakfast meeting, and you know how those worked.

You get up at 5:00, 6:00, whatever, make it to the restaurant for 7:00, you’re supposed to be done at 8:00 but it went long, it’s now 8:30. Then you stop by the coffee shop, grab a coffee to go into the office, you get into the office, five people stop to talk to you, and then you get in, and you look at your phone, you got like five texts, you’ve got a whole bunch of unread emails. Next thing you know, it’s 11:30, it’s time for lunch.

Well, if that’s my life, I’ve got like a chapter to write, or when I was a preacher, a sermon to write, or I’ve got a vision document I’m working on, now my best hours are gone. I just burned that fuel. It’s gone and it’s not coming back. And then if the afternoon is a whole bunch of like reactions and meetings and all that stuff, by 4:30 in the afternoon, I haven’t moved the needle. I’ve spent the entire day doing not what I’m best at. What is probably inconsequential and not that important, I now go home and I’m like, “I got to write that chapter.” And then I see my wife and she’s like, “What are you doing tonight?” It’s like, “Sorry, I got to work again.” When my kids were young, it’s like, “Got to work.”

So, that’s time and energy, and we can talk about priorities separately because that’s a big thing. But those are the big ideas. And so, what you do is you protect those peak three to five hours whenever they are from outside distractions, and you do what your best at when you’re at your best. That’ll move the needle.

Pete Mockaitis
Yeah, that’s great. And what I’m thinking about is like then there are some things that, I don’t know if there’s a word for this, Carey, but I think there needs to be. Maybe there’s another language. But it’s almost like fertile-ness, or like fertility. It’s sort of like there are some activities, like writing a chapter for a book, that’s perfect. Thank you. If you do that with great energy, you get a better result versus there are other activities that it doesn’t matter what energy you bring to them, like you still check the box, regardless. Like, maybe it’s a mandatory training that…hey, you and I like training. We do training. But there are some trainings or like…

Carey Nieuwhof
Your fire drill training.

Pete Mockaitis
I think there are some sort of like compliance-y things, like you have to check the box in order for it to be checked. And it is checked, and, thusly, you can proceed. But it doesn’t need to be like masterfully checked. Like, you don’t get a better result if you bring more brilliant time, energy, attention to it, to a certain task. And other tasks, it makes all the difference in the world. Like, “Hey, I’m going to make some decisions about my priorities, and my vision, and what projects I’m going to pursue versus not pursue.” Boy, that matters a ton, if you’re doing that sort of like attentively and brilliantly, or half in the bag. Like, that’s huge, versus other things don’t.

So, is there a word, Carey, for like the condition in which something yields more the better you attend to it versus the opposite, like, “It doesn’t matter as long you get that box checked”?

Carey Nieuwhof
No, that is a really good point. I’ll bet you the Germans and the Japanese have a word for that because they always have great words. I speak neither Japanese nor German, but I would call it, you used the phrase, I think, inconsequential. There are things. So, for example, I’m not my executive assistant. I have an EA. Her job, because we get hundreds of emails a day into the inbox, her job is to do a really good job responding to all of the emails that need a response. That needs to be her green zone.

Email, for me, tends to be transactional. Pete saying, “Hey, do you want to be on my podcast?” it’s like, “Yes, I would like to be on your podcast.” I want to be polite. I want to be nice, but that is not the highest value-added work. Me showing up prepared for this interview, to have a good conversation, that’s actually important.

So, what I would say the word that I would use, there’s inconsequential things. Email is relatively inconsequential. I can do that in my yellow or red zone when my energy isn’t at its peak because I’m just saying yes or no or being kind to people, and I can do that on autopilot. Writing a chapter for a new book, that has impact. So, the word I would choose is impact. And the thing to think about, I’ve got a Venn diagram in “At Your Best,” and if you buy the book, you get all these downloads for free with it off the website. But imagine three circles, so: gifting, passion, impact.

So, gifting can be your skillset. I’m, by nature, a communicator. When I was a kid, I was like in public speaking contests. When I was in law, loved being in court. I was in court almost every day. I was only in it for a year but, man, I loved being in court. When I was a preacher, guess the part of the job I like the most? Growing a church and preaching. I loved the communication part. Guess what I’m doing now? Podcasting, writing books, writing articles, connecting with leaders. Communication is a gift for me that I think I was given, and it’s also something I really enjoy doing most days. Most days I really enjoy it.

It also happens to have the greatest impact, that when I communicate well, everything goes better. When I communicated well in law, my clients won. And when I was preaching, the church grew, when I was preaching well. When I’m writing well, I wrote a post yesterday, it’s funny you mentioned you get ideas at 5:00 o’clock in the morning, I’ve been trying to figure out how to write this post for a while, and I woke up at 5:10, and I said to my wife, “The post was fully formed in my head. I went downstairs, wrote it down really quickly.”

Like, that kind of rest and margin allows your brain to be free. And, sure enough, this one did connect with leaders and tens of thousands of leaders read it in the first 24 hours. I’m like, “Awesome.” That’s a good example. So, there you have impact. So, ask yourself, “What is the biggest impact of that work?” Like, when your boss says, “Well done,” was it because you filed your expense report on time? Well, maybe, if you’re in accounting, yes. But it’s really probably for those things that move the bottom line of the company forward. What is it in your job?

If you’re a receptionist, super important to do customer service well. And, by the way, the bar is so low on that these days. All you have to do is be a kind human. If you’re a kind human on those phone calls, if you’re a kind human, and when somebody comes in, and says, “Hey, would you like a glass of water, or a cup of coffee, or that kind of thing?” man, that goes a long way. I say to our customer service people, like, “Just be kind to people. Just give them a timely response. Like, that has such an impact.”

We do online courses, and we offer a 30-day money back guarantee. The industry standard on refunds for online products is 10-30%, depending on your field. We get a lower than 1% return rate. Why? Well, first of all, we give it to anybody who wants it. No questions asked, so they know it’s there. Secondly, we try to over deliver on value. That has a super high impact. That’s important. That deserves your green zone.

So, think about, “Where is my biggest impact? Where is my gifting? Where is my passion?” You get those three things going together, that’s how you use your green zone. That’s how you use those peak three to five hours a day. And then, finally, for personal application, Saturday and Sunday maybe you’re not in the office, but I used to give my wife the leftovers. I’d mow the lawn in the morning or I’d wash the car in the morning. Well, if that’s my green zone, maybe we should go for a breakfast date, and then I can wash the car later. I can mow the lawn when it’s like, “Hmm, should I have a nap or should I mow the lawn?” You see?

So, you start to rethink that because my wife is more important than my lawn, as much as I’m like a lawn guy. Definitely more important than the lawn. So, you can start rejigging your priorities, in that way you start showing up more for the things that really matter in life.

Pete Mockaitis
That’s beautiful. Okay. So, right there, green, yellow, red, have those three to five peak productive hours on super high impact stuff that where the things align there. So, then let’s talk about priorities. How do we think through and establish what is top and what is middle and what is low?

Carey Nieuwhof
So, priorities can run in two directions. One is to think about, “What is of greatest impact?” so definitely do that exercise: passion, gifting, impact. And that could lead into a promotion or a new job for you one day. But, again, if you can determine that, you know your priorities. The priority section of the book is really designed to help you get this from theory to reality. Because if all you do is implement what we’ve talked to today, and you’re like, “Good. I’m starting that tomorrow,” you’ve heard it already, you know what to do, I promise you it’s going to blow up in your face.

And the reason it’s going to blow up in your face is everybody else is going to ask you to do something else. You’d probably say, “I’ve got two meetings in my green zone five days a week. What do I do with that?” We can talk about that. Or, even if you don’t have meetings, you’re like a morning person, you’re like, “Yeah, my first meeting is at 11:00 a.m. that’s ideal,” you will distract yourself. We have devices now that just buzz and chirp and distract us 24 hours a day, seven days a week, including in our green zone, and then you’re sitting down, maybe you’ve turned off all notifications on your phone, but you’re sitting down, someone knocks at the door, “Hey, Carey, can I have five minutes of your time?” It’s like your green zone goes up in flames.

So, priorities is really as much about, “How do you stop the world from hijacking that green zone?” Because if you use it well, and you get those three to five hours in, some days it’ll be three, some days it’ll be five, but you get those in and you start using them consistently, you’re going to start feeling like you could go home by lunch because you’re like, “I got the report in,” “I’ve solved the problem,” “I created the new pivot table that’s going to change accounting.” Whatever you’re doing, you got it done and you’re like, “Oh, it’s just a meeting this afternoon. It’s just an inbox this afternoon,” like everything else feels easy.

But the world will conspire against you to hijack your green zone. So, first thing I would recommend is stop distracting yourself. Even when you get into that green zone, you get into a comfortable environment, a quiet environment, if you’re in a cubicle, put headphones on. Headphones are the universal, “Don’t bug me” symptom.

Nir Eyal, who also endorsed the book, he writes in his book Indistractable, you can talk about in your office, put like a little traffic cone on your desk, a mini one, and when the traffic cone is there, it’s like, “Hey, I’m in my zone. Please don’t bother me until after.” So, you’ve got to set up some signals to stop distracting yourself. So, I would suggest turn off all notifications on your phone.

By the way, if you’re wondering how to do that, and you’re listening to this in real time, iOS 15 just released some amazing features where you can now set different levels of privacy for different times in the day. Just released days ago as we record this, but I’m excited to try out these ideas with red, yellow, and green zone because a lot of people are afraid to totally protect their green zones, turn off their phones, shut off all notifications because they’re like, “Well, what if my kids need me or what if my boss needs me?”

We used to have to set up favorites to do that. Now, you could set up a green zone feature on your iPhone, if you have an iPhone, and you could say, “These three people are allowed to reach me during my green zone. That’s it.” So, if it’s your boss, your spouse, a child, that’s fine. And they’re probably not going to call you very often, but block the rest of the world out. It’ll be there later in the day.

So, you want to stop distracting yourself, and then you’ve got to stop…you’ve got to learn how to say no so you don’t overcrowd your calendar. Happy to talk about that if you want to go there and talk about mastering the art of saying no.

Pete Mockaitis
Well, thank you, Carey. That was absolutely on my list. So, how do you say no well?

Carey Nieuwhof
Well, it’s hard. One way is to determine, Pete, what you need to say yes to and what you need to say no to. And Greg McKeown talks about this in Essentialism, I’m paraphrasing him, but imagine all the requests that come your way as being somewhere between a zero, “Definitely don’t want to do that,” and a ten, “Oh, my goodness, I can’t wait. I want to do this so bad and it’s the right thing to do.” So, zero is like “No way,” ten is “Fantastic!”

Most of us are smart enough intuitively to get rid of the zeroes to fives, it’s like, “Yeah, I don’t really want to do that,” “No, that’s not a really good use of my time,” “No, thank you so much, but I’m okay.” Our lives get filled up with sixes, sevens, and eights. And what Greg McKeown says is if it’s not a nine, it’s a zero. And that was really hard for me. Even as I was developing this material, I have so many opportunities and I want to say yes, but that filter of, “If it’s not a nine, it’s a zero,” is a really, really powerful filter.

So, what I would say is start using a new filter in your decision-making. And another way to look at it, I think Seth Godin came up with this, but ask yourself the question, because six months from now, someone is asking you to do something in February, you look at your calendar, and, by the way, if you implement this system, your calendar will not be blank six months down the road. But most people’s calendar is blank, you’re like, “Oh, yeah, I have time in February.” But then February comes and it’s all filled up and you don’t have any bandwidth for it.

Seth Godin says, “Would you put it on your calendar tomorrow?” If the answer is yes, then it’s probably a nine. If the answer is no, then it’s probably not a nine. It’s probably six, or seven, or eight. So, a lot of us get somewhat moderately excited about an idea, it’s a six out of ten, and we say, “Yeah, I’ll do that in January,” and then January comes around, and it’s like, “Oh, why did I let that on my calendar?” And I think there are a lot of people who are like, “Why did I let that on my calendar?” create a new filter. And then what you do is you master. Now you know what to allow on your calendar.

And then the second thing is, “How do you say no?” Well, we say no every day just because it’s the size of the audience. And I think what you say, if you can say this honestly and with a clear conscience, say, “You know, I’d love to do that. Pete, I’d love to help you with that project. Unfortunately, in light of my current commitments, I’m unable to do so. But thank you so much for asking me. I really appreciate it. I wish you well. Carey.” That’s short. Simple. It’s clear. It’s not like, “Check with me in two weeks,” because then they come in two weeks, you’re like, “Yeah, I still can’t really do it.” It’s just clear.

And Steve Jobs famously said what was best about Apple’s innovation was not what they said yes to, but what they said no to. And by having that undistracted time, by having a focus that was pretty legendary, he and the team at Apple were able to come up with products that nobody else could come up with. And that was the singular focus on saying no so that he could say yes to a phone that changed the world, or to a device that played a thousand songs in your pocket.

And if you get that kind of margin in your calendar, if you get very good at saying no, you have to overcome FOMO in everything, you will find that you probably can start to realize things in your life and at your work that will astound you and surprise you.

Pete Mockaitis
All right. Carey, this is awesome. Anything else you want to make sure to say before we hear about a couple of your favorite things?

Carey Nieuwhof
No, I would just say ask yourself this question, “Are you able to run at this pace forever?” And most of us would say, “I’m not able to run at my current pace forever, maybe not even another month, maybe not another week.” And the problem there is if your life, if you’re saying to yourself, “Well, Carey, it’s just a busy season,” seasons have beginnings and endings, and if your season doesn’t have an ending, it’s not a season. It’s your life. And do you really want to live that way? And if you don’t, I’d love to help.

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

Carey Nieuwhof
Okay. Winston Churchill, “Success is moving from failure to failure without loss of enthusiasm.”

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

Carey Nieuwhof
I love what Daniel Pink did in his book When, when he analyzed surgeons and discovered that even they struggled with what we’ve been talking about today. Did you know that if you have your surgery at 8:00 a.m. you are far less likely to have complications? And if your surgeon operates on you at 4:00 p.m., there’s a 400% spike in challenges with surgery in the afternoon over the morning because we’re all humans.

Pete Mockaitis
That’s a good study.

Carey Nieuwhof
Yes, a very good study.

Pete Mockaitis
And a favorite book?

Carey Nieuwhof
Favorite book? I love Doris Kearns Goodwin’s Leadership in Turbulent Times. Fantastic book.

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

Carey Nieuwhof
Oh, I use Evernote a lot. I have just thousands of notes in Evernote. Been around for a long, long time but it’s a go-to.

Pete Mockaitis
And a favorite habit?

Carey Nieuwhof
Habit would be going to bed early. My wife says she married an 85-year-old man. But I love sleeping in on the frontside. I think it makes me better in the next day, so I try to get to sleep by 10:00 every night.

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

Carey Nieuwhof
Yeah. You know, the one that keeps coming back is “Time off won’t heal you if the problem is how you spend your time on.”

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

Carey Nieuwhof
Yeah, you can go to AtYourBestToday.com, that’s the gateway into the book. And we’ve got some special offers there for people, so just AtYourBestToday. Don’t forget the today part. And then you can find me at CareyNieuwhof.com. A very hard name to spell, but if you butcher it, Google will probably get you there.

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

Carey Nieuwhof
Yeah, I would say you can do this. Find those peak three to five hours, protect them, and you will see results starting pretty much overnight.

Pete Mockaitis
All right. Carey, this has been a treat. Thank you. I wish you much luck and fun and adventures at your best.

Carey Nieuwhof
Thank you so much, Pete. It’s been a joy to be with you today.

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

Robert Pozen
Glad to be with you, Pete.

Pete Mockaitis
Well, I’m excited to dig into your wisdom. So, I understand you spent some time doing some sports hall of fame work. Any cool stories there?

Robert Pozen
Yeah. Well, I was a member of the board of the Basketball Hall of Fame in Springfield, Massachusetts where we helped raise money to put together a new Hall of Fame, which is really great, a lot of interactive features, and really great stuff that lots of kids really like. Probably the most interesting part of that is when I was in the induction ceremony.

We have an induction ceremony every year, and there was, my wife came to the first one, and she said, “Gee, I’m the smallest person by a long shot here,” because everyone was like 6’6”, 6’7”, 6’9” so that was a lot of fun. The other thing is when we sat as a board, we sat in alphabetical order, and I happen to sit next to Oscar Robertson in a lot of meetings, and he was really fantastic.

He was one of the few players to hit a triple double. So, he was really one of my idols. In fact, I wrote a little poem about Oscar Robertson, which tried to convey what it would feel like if you’re listening to a basketball game with the Cincinnati Royals where he was playing. And one of his teammates was Bockhorn. So, would you like to hear the poem?

Pete Mockaitis
Oh, sure.

Robert Pozen
“Robertson, Robertson, Robertson.
Robertson, Robertson, Robertson.
Robertson, Robertson, Robertson.
Bockhorn, Robertson.”

So, that’s the poem to convey the sense of how dominant he was in the game. So, it’s a lot of fun.

Pete Mockaitis
A poetic master at work. And you’ve also written some prose in the non-fiction world. I want to hear a little bit about Remote, Inc. and Extreme Productivity. Let’s start with Remote, Inc. Can you tell us, what would you say is one of your biggest surprise discoveries as you were researching and putting together these insights?

Robert Pozen
I think one of the biggest surprises was how much more work it takes for managers of remote teams to really manage effectively. A lot of people think, “Well, if you’re managing a remote team, there’s not as much to do because you’re not seeing these people as much,” but that’s just the opposite. You have to work a lot harder to manage your teams when they’re remote. You’ve got to work a lot harder to keep their spirits up, to give them guidance, and to give them regular feedback. So, that’s a very different result than I thought when I started to research the book.

Pete Mockaitis
And are there a couple best practices you’d point to that show folks doing that super well?

Robert Pozen
Yeah. So, one best practice is to have a weekly meeting of your team. Now, a lot of people have that but we want to see that meeting be forward-looking rather than backward-looking. And a lot of weekly meetings are just reporting on the activities that you’ve had so that doesn’t really get you that far. We want everybody to say what are they planning to do for the next week so members of the team can input their suggestions, can give them context, and really help them to be more effective for the coming weeks.

Now, the second practice is we’d like to see team managers have one-on-ones with every member of the team every week. Because when people are remote, they’re feeling somewhat isolated, they’re not that integrated into the team, they’re a little worried. Some of them might be suffering from loneliness or even depression. So, having the manager speak to them, if only for half an hour a week, makes a big difference.

The third thing is performance reviews. I’ve always been against the annual performance review where it’s a formal sit-down and there’s usually a document, which is formulated and then filed and never seen again. What we want to see is to have periodic feedback, not one big performance review. So, you want to have periodic feedback after every large project, and at least once a quarter. And that’s really important when people are working remotely. They really need that feedback, they need that guidance, and having it on a regular basis is really critical.

Pete Mockaitis
Now, how about some tips when you’re not in the position of team leader?

Bob Pozen
So when someone works remotely, they ought to have a different mindset. They ought not to think of themselves as an employee who takes instructions and detailed directions from their boss. They ought to think of themselves as a business of one. And by that we mean that they should think of themselves as if they’re a small business owner, which they own their own resources and time.

And that implies that the relationship with their boss is one of a client, and not an underling, so they ought to treat their boss as their client and agree with the boss on what their deliverables are, and the boss obviously has to set them. But then, once there’s an agreement on deliverables, it’s up to the employee when and where and how the work gets done. And so, that autonomy that really helps people be more productive and more satisfied.

And we try to operationalize this in what we call success metrics. That is when you have this discussion with your boss about what he or she wants you to do, you then try to operationalize it in success metrics, saying, “At the end of the week, or the month, or whatever the project is, how are we going to know whether we’re successful?” So, we want people to agree on those success metrics because if there’s an agreement on success metrics, three really good things happen.

First is there’s a clarification of what we mean by the objectives of the project. If you take a project, say, like improve customer service, people can have very different ideas about what that means. But when you have to take that general idea and make it into success metrics, then the team and the boss get tremendous clarity on what they mean and what they’re supposed to be doing.

Second of all, when you have success metrics, you can avoid having the boss micromanaging because the boss then has comfort that at the end of the period, there’s going to be these success metrics so we’re going to know whether they achieve something. Most bosses are a little uncomfortable with remote work because they’re worried about accountability, and success metrics provides that accountability.

And the third thing is that once you have success metrics, then you have the freedom to work when and where and how you want, because as long as you’re producing those success metrics, then you’re okay. And it’s that autonomy, as I’ve said before, that really produces, that helps people become much more productive and much more satisfied with their job.

Pete Mockaitis
Okay. Cool. Thank you. Well, then sort of zooming out beyond just the world of working remotely, you’ve done lots of work helping folks become more productive or even have extreme levels of productivity. Can you share with us, what are some of the most useful solutions that folks in your audiences come back again and again, and say, “Wow, this made all the difference”?

Robert Pozen
Well, one thing we ask people to do is to be very explicit about setting their priorities and then integrating them into their daily schedules. Now, people say, “How do I integrate them into…?” your daily schedule. So, we suggest a two-sided schedule. On the left-hand side, you have the typical schedule where people put their meetings, their phone appointments, their other things. But then, on the right side, we want them to put, “What do they hope to get out of this meeting? What do they hope to get out of this phone call?”

So, people have told me that this is really useful because it helps them focus on what they really should be getting out of all these appointments, otherwise they can go through a whole day, and they come home, and they say to their spouse or partner, “I’ve worked really hard but I don’t know whether I have accomplished anything.” What that really means is they’ve been passive, they’ve accepted other people’s meetings, other people’s emails, they’ve responded to them, and they really haven’t been pursuing their own priorities. So, that’s one big thing.

A second thing that people like a lot is what we call OHIO, only handle it once. We talk about how you handle messages, and we strongly urge that you filter out a large number of messages, and that you skip over a lot of messages by just looking at the subject matter and the person who sent it to you. But then we stress that if there’s an important message, one from an important person, like your boss or your spouse or the IRS, we stress that you need to answer it right then and there if you can.

And that turns out to be a very important practice because if you don’t answer an important email right then and there, you put it in sort of a holding pattern or a holding box, before you know it, you have a hundred of those. And then if you go back to find it, it may take you half an hour or even more to find the important message that you’ve sort of let slip, and worse, you’ll forget about the message altogether and you won’t answer it. So, by using OHIO, only handle it once, that forces you to answer those important messages right then and there.

Pete Mockaitis
Well, I’d love to dig a little deeper on each of these. So, when it comes to that two-sided agenda and, “What do you hope to gain from this meeting or phone call?” could you give us some example articulations of that? Because I imagine, it’d be quite possible to have some answers to that question that are a little bit soft or weak, and not quite as helpful, like, “Oh, we’ll just kind of see where we’re at. Touch base.”

Robert Pozen
Well, those would be good examples of almost non-goals or non-priorities. So, suppose you were a member of a team, and you’re working on a project, and you were a little up in the air as to how much budget you’re allowed to spend in the next month on this project. So, if you had a meeting with your project leader, you might write down in the two-sided schedule, “Nail down exactly how much budget we have for the next month.” So, that would be an example of something where you really were focusing on your priority.

Pete Mockaitis
And what I like about that is when you’ve determined, “This is my purpose. This is the goal. Nail down the budget,” like if that was sort of generally floating in your head, like, “Oh, yeah, that’s probably one of the things we should talk about,” one, you might not get to it, and, two, you might not be nearly aggressive enough to get it in terms of like, “Hey, so what’s our budget?” Like, “Oh, yeah. Well, we’re kind of figuring that out. We’re talking to the finance and accounting guys.”

And then if you said, “Well, no, this is the one thing I want from the meeting,” you’re more likely, I’d imagine, to ask those follow-ups, like, “Okay. So, when will you have that for me?” and/or, “Well, so I’m about to spend a hundred grand tomorrow, is that okay?” And then you’ve got something even if it’s not the entirety that you’re hoping for.

Robert Pozen
Yeah, you’re absolutely right. And the other beauty of having to put down your priority, what you’re trying to accomplish in a meeting, is that you might say, “Well, now that I understand this meeting and what’s on the agenda, I shouldn’t go there because I don’t have any priority to achieve,” not, “There’s nothing important happening for me.” And that leads to a whole discussion about how you might go about treating meetings and dealing with them more productively.

Pete Mockaitis
Well, I really want to talk about effective meetings shortly, but before we lose it, you mentioned filtering out messages in email. Is there a piece of software, or a tool you use, or a protocol? How do you do that filtering well?

Robert Pozen
Well, I use keywords, and unsubscribe is a good example of a keyword. So, if there’s an unsubscribe in the email, then that goes into my newsletter file because those are almost all newsletters. And another keyword is if somebody’s talking about a political contribution, so that goes into a separate file, and those files, I tend to empty and not really spend any time with.

So, you can use Google, you can use any of the typical software, but the key is to figure out the right keywords that will really focus the system and will help allocate the emails to the right folders.

Pete Mockaitis
Oh, yeah, I guess there’s like a split inbox or like an auto-labeling or moving thing going on.

Robert Pozen
Correct. Exactly. Right.

Pete Mockaitis
Very nice. Okay. Cool. Well, so, yeah, we talked about priorities, I guess that’s a big question. So, how does one arrive at priorities? And I guess this is kind of like, “What’s the meaning of life?” But maybe in terms of like a daily, weekly, monthly basis, how do you recommend guiding the difficult thinking, decision-making process by which you determine, “Aha, yes, this is the priority and this is not so much a priority?”

Robert Pozen
Well, I like to ask people to just start by setting out their annual goals and then writing them into different segments. So, you want to talk about your professional goals, those for your own professional development, and those for your team or organization, and you also want to talk about your personal goals, and you want to write them down and deal with them systematically.

But then I think those goals set a framework and you have to bring them back to your week. So, what I’d like to do is to ask people, on a Sunday night, just sit down, or sometimes during the weekend, and try to think about, “What are going to be the things that I really want to accomplish this week?” and to put a list of must-dos together, and then have other lower priorities. So, that’s the sort of methodology that I think you need to use.

You got to start with the big picture, but then you got to bring it down to your week, and distinguish carefully between the must-dos and the nice-to-dos. And then, every night, I want people to sit down and revise that list in light of what they’ve been able to do, what’s come up new, and what they’ve learned so they might revise that for the next day.

Pete Mockaitis
Okay. Very nice. And how do you recommend, when you’re communicating no to someone, either for a meeting that you realized you don’t need to be there for, or for a request? Do you have any favorite ways of saying no?

Robert Pozen
Well, I think in terms of meetings, what I like to do is to ask people, “What’s your agenda for the meeting? Please send me the agenda before I decide whether I need to go.” So, some people will never send you an agenda so that suggests there is an easy way to get out of the meeting because they never sent you the agenda.

Then other people would send you an agenda, and there would be nothing really on the agenda that was really important for them, for you, so you would say to them, “Look, I’ve looked at your agenda, and I don’t think that these are going to really be critical to my priorities, so let me skip this and I’ll be glad to look at the notes of the meeting, and see where there’s anything that’s come up.”

A third possible thing is when people send you for a meeting, to say, “I’ll be glad to go to this meeting but in order for me to be effective, I really need to have a list, for instance, of contractors if we’re going to discuss contractors.” Or, “I really need to see some numbers about this product, or the product launch, before I go to the meeting.”

And so, that’s where you just sort out whether somebody’s really going to be serious about the meeting and help you have an effective meeting, or they’re just not going to respond to you, and then, again, you can sidestep the meeting because they haven’t provided what you’ve told them is really important information.

Pete Mockaitis
And I’m curious, Bob, when you use the language, “My priorities…” I’m imagining a response along the lines of being a team player, it’s like, “Well, Bob, this might not be in alignment with your priorities but, really, all of us are altogether trying to accomplish X, Y, Z.” How do you think about that dance and that balance in terms of…?

Robert Pozen
Well, that’s a fair question, and I think you could say, in response, is, “Okay, let’s discuss what the team’s priorities are and how this meeting is going to further them. And then if I can understand how this meeting really furthers the team’s priorities in a way that I can add value, I’d be glad to attend.”

Pete Mockaitis
Okay. Good deal. And, let’s say, when we’re actually in the meeting, it is upon us, what are some of your top tips on having those meetings being engaging and meaningful?

Robert Pozen
Well, I think it’s important to distinguish between whether you’re leading the meeting or whether you’re just attending the meeting. If you’re leading the meeting, it’s incumbent upon you to realize that the key to meetings are discussion and debate, and not just droning on with lots of PowerPoint. So, you need to keep your initial remarks down to, say, 10 minutes, and use those 10 minutes to really key up, “These are the issues that we’re going to be focused on today, and this is what we hope to accomplish.” So, that’s how you begin the meeting.

Second is you ought to really promote discussion and debate by going around and asking people for their opinion. I usually suggest that people start with the more junior members at the table because if the most senior person talks, they might feel a little intimidated and not want to talk or disagree with them. So, that’s a second thing.

A third thing is that you got to have good closure in a meeting, and you’ve got to sort of say, “Well, this is what we’ve decided, and here are the next steps. Here are the people who are going to be responsible for the next steps and here are the timeframes.”

Now, if you’re attending a meeting and those things don’t happen, you could say, for instance, if somebody starts on 40 PowerPoints and they’re just taking up all the time for the meeting by going through PowerPoints, you might say politely at some point, “Well, that’s great. We’ve really learned a lot. But are there some issues that you would really like us to discuss, we have some input in?” So, that would be a way to stop somebody from going through 40 PowerPoints.

Similarly, at the end of the meeting, there are lots of meetings that end inconclusively. So, you could say toward the end of the meeting, “Well, this has been a great meeting. I think we’ve decided X, Y, Z but it seems like we still have to resolve A, B, C. Let’s talk about that. Let’s focus on that.” So, that’s how you, as a participant in a meeting, can really move it in the right direction.

Last thing that’s really important about meetings is that they not last too long. There’s a lot of evidence that people who go to back-to-back video meetings, as is true in a lot of people when they’re working remotely, they wind up with Zoom fatigue, they wind up not focusing, they become very unproductive. So, I’d like to see organizations say no video meetings will last more than 45 minutes so there’s at least a 15-minute break in there when people can get away from the screen, maybe have something to eat, go to the men’s room or ladies’ room if necessary, and really relax a little.

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

Robert Pozen
Okay. Well, I want to talk about how people are going back to work in a hybrid environment and what that means and how companies ought to deal with that because that’s really what a lot of them are going through now. So, I think that most people, when our survey say, they don’t want to go, in the future, to be all remote and they don’t want to be all in person. They want a form of a hybrid.

And so, most organizations are struggling now with how to design that for a hybrid. And in the book, Remote, Inc. we suggest a variety of factors that you need to look at, and we have a little acronym called FLOCS, to sort of summarize those factors. So, one, probably the most important is the function. What’s the nature of work that you’re doing? How much of it is collaborative? How much of it involves brainstorming? Those would suggest that you ought to do more in person in the office. Versus, “How much of the work involves extended periods of concentration?” So, that would suggest that you should spend more time at home.

A second factor is location, the obvious thing. Some companies have most of their people around one metropolitan area so it’s a lot easier for them to come back in person. But more and more companies are scattered throughout the United States, so it doesn’t really make sense to come to the office if there’s nobody else there. So, you might have satellite offices or you might have things where people come in just a few days.

A third thing is organizational structure. So, some organizations are built more on individual work and others are built more on teams. If they’re built more on teams, that suggests they ought to be in the office. A fourth factor is culture. So, a lot of the senior executives I’ve talked to are very worried that if people don’t come back in the office enough, they’ll lose their company culture, and I think that’s correct.

And that’s why I think even companies that are spread around the country ought to have several weeks in the year where people come together. And I think it’s especially important for onboarding new people because that’s the way that they learn what the culture is. They can’t just read a mission statement. Every company has a nice-sounding mission statement but they really need to figure out what’s the actual culture.

And a fifth factor is S, scheduling, making sure that the team comes in on the same days. If you have a team, you want them to come in all on Tuesdays and Thursdays. You don’t want some people coming on different days.

So, the other question that people ask me a lot in terms of designing a hybrid is, “Should the individual’s wishes be paramount or it should be organization’s issues be paramount?” And my answer is straightforward, the team is the critical variable.
So, if you look through these five factors, you might come up with a very different answer for each of the teams. So, we should try to recognize individual wants as much as we can but, ultimately, the team’s needs should predominate.

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

Robert Pozen
One of the favorite quotes that I have is, “Let’s make a new mistake.” And by that, I mean it’s okay to make a mistake, it’s okay to, in good faith, to have something go wrong. But the key is, when that happens, to set things up so that they don’t happen again, to take preventative action. So, that’s what I say, “Let’s make a new mistake,” meaning let’s not make the same mistake over and over again.

Pete Mockaitis
All right. And how about a favorite book?

Robert Pozen
Well, one of my favorite books is by an economist named Amartya Sen who wrote about famines in the third world. And what he showed was that a lot of famines didn’t come about because there wasn’t enough food. They came about because of the political, social structure which didn’t allow for the best distribution. So, I found it really revealing that these terrible famines, many of them could’ve been avoided, if we had better political and social economic structure. It wasn’t just a question of not having enough food.

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

Robert Pozen
Well, one of the things that I do is I take a nap every day.

Pete Mockaitis
Oh, me too.

Robert Pozen
I take a short nap, a power nap. And so, I really believe in those power naps. So, some time in the afternoon, when my body temperature goes down, I take a nap. And I find that just by, I carry a blindfold when I travel, so I just put my feet up, put my blindfold on, and before I know it, I take a 20- or 25-minute nap, and it re-energizes me for the rest of the day. So, I’m a strong believer in naps.

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

Robert Pozen
There are two websites. One is BobPozen.com that has all my articles and books. And then we have a new website for the Remote book, which is RemoteIncBook.com. So, that’s another place that they can do that.

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

Robert Pozen
Yeah, I think the real challenge for people is to stay focused on what’s most important to them. And I think a lot of people haven’t really sorted that out. They haven’t really figured out what are the biggest priorities that they have, what are the highest priorities that they have. And then, second of all, to stay focused during the day and during the week on those top priorities.

A lot of people engage in various types of behaviors that, say, procrastination is a good example where they avoid what is really important to them and so they don’t get it accomplished. And I’d say, more generally, people need to think carefully before they start to do things, and spend the time up front in really thinking through why they’re doing it and what they’re doing.

For instance, I teach a course at MIT on personal productivity, and we give people a reading, a diagnostic test, and there’s huge difference. Some people read this article in three or four minutes. Other people take 14 or 15 minutes. And it turns out, the difference is the people who read faster and effectively have thought clearly about what they’re trying to get out of this reading, and then they read for that. They don’t try to read every word. What they’re trying to do is read for their purpose whatever their purpose is.

And, similarly, I’m a speedwriter. I was asked from time to time to write an article for the Harvard Business Review. And when I wrote an article and submitted it, the editor-in-chief said to me, “You’re the only person we have who hands in his or her articles on time and within the word limit, and it seems like you have two jobs. You’re working in the investment industry and you’re teaching a full load. So, we’d like to know what your secret sauce is.”

Bob Pozen
The key is to use outlines so you can think clearly, what’s the logic of your argument. A lot of people try to write without outlines but it’s a big mistake because writing is two different processes, thinking and then translating. And outline is the way in which you think through the logic in your argument. And once you get that down, then you can translate a lot better.

Pete Mockaitis
Well, that is cool. Well, now I’m curious. If you’re a huge advocate for outlining, and you are best in class at delivering the goods in terms of on-time and within the word limit and being a hit, any extra detail you’d like to share associated with how you think about an outline really well?

Robert Pozen
Well, if we want to think about writing in an outline, the first thing you got to do is let yourself put down on a piece of paper all the ideas that you have for the article or the memo, whatever you’re going to write, and let yourself just put them all down. A lot of people get stuck because they’re not willing to put those articles, those ideas down. They get some sort of block. So, if you just put them down and you’re not worried about any particular order, that helps.

The second thing you do is you group the ideas into the natural groupings. And so, that helps you in the third thing, which is you order them logically. You take the groups and put them in a logical order. And then the fourth thing is you always want to write for good readers. So, you want to start with an introduction that tells the reader, “Why you’re going to be interested in reading this,” and then gives the reader what I call a roadmap that says what the structure of the article or the memo is going to be. And then you want to write a good conclusion.

So, that’s the key to writing outlines is start with just lots of ideas; group them, number two; put them in a logical order, three; and then, four, put them in a format that’s good for the readers.

Pete Mockaitis
And when you do an outline, kind of what kind of depth are you shooting for in terms of is it simply, “Hey, I’ve got five top-level things and then like three sort of second-level things under each of them”? Or, how do you know when you’re like, “Yup, this outline is sufficient”?

Robert Pozen
Well, it depends on what you’re writing. If you’re writing a two- or three-page memo, which is what most people write in business, then usually if you can just have five points, that will be enough to guide you through. If you’re writing a more academic piece, then you might have to have the same five points but lots of subheads so that you’ll know how to develop it.

But I actually try to write most outlines on one page because you want the line of argument to be really clear, and so you want to have it in a very succinct form on one page. So, that’s sort of the way I’d strongly urge the people do it.

Pete Mockaitis
All right. Well, Bob, this has been a treat. Thank you. And I wish you all the best in your extreme productivity and your remote adventures.

Robert Pozen
It’s great meeting you, Pete.