Tag Archives: mental fitness

Building the Habit

“Okay, so we pinned showing up to work, to starting on time to meeting deadlines,” I concluded. “Now what. What is the next habit?”

“I get the practice of meeting deadlines, but I am still stumped on what to work on next,” Naomi looked puzzled.

“You’re stuck because you are trying too hard,” I suggested. “Put the next habit on your team. Have your team decide what the next habit of competence will be.”

“If I am stuck, they are going to be stuck,” she complained.

“You are stuck because you haven’t set up some guardrails to guide their thinking. Let’s take a simple framework like MUDA,” I prompted.

“I know MUDA, that’s the seven wastes,” Naomi sparked.

“And, what are the seven wastes?” I asked.

“Moving stuff around too many times,” she started. “Making too much stuff, overproduction. Making things too complicated, overproduction. Holding too much inventory, raw goods or consumables. Unnecessary movement, work flow and work flow sequence. Waiting for stuff, white space in the workflow, creating unnecessary idle time. Identifying and eliminating defects.”

“Very good,” my turn to smile. “Do you think your team could identify one of the seven wastes and work to improve their competence? Competence is not a choice, it’s a practice, it’s a habit.”

Being Early

Habits can be a double-edged sword. That routine grooved behavior is a shortcut to apply a known solution over and over. But, things change and a known solution to one problem may not fit another problem. Because it worked before and then again, it is easy to misapply a routine grooved behavior to a new problem that doesn’t fit.

If we are looking for unconventional results, applying a known solution, even when it works, may only yield conventional results, same as last time. Always ask what changed.

Some habits avoid the trap. The habit of showing up early rarely has a downside. Showing up early allows for a time of calm before the beginning, to think, mentally rehearse and settle the nerves. Showing up early is a discipline, a habit that is a way of being.

When you find yourself doing something over and over, examine your purpose and your intended outcome to determine if it’s a habit that helps or a habit that is just expedient. Or it could be a habit that always contributes, like being early.

We Didn’t Have to Wait

Many people see 2020 as a year to (un)remember. Lives disrupted.

A new year is upon us, and with it, a new outlook. Is it a New Year’s resolution? Is it the promise of the vaccine(s)? Is it new habits that help us cope?

We didn’t have to wait. A new outlook can be adopted on any day. It’s a shift. Most people don’t shift until they have to, until they are pushed to. But, the shift isn’t required. The shift is a choice.

Heightened Intuition

Remember the bio-feedback days. It was all the rage, an entire arm of the psychology, self-help, medical community started a little cottage industry. I don’t know where it started, maybe with the old lie-detector machines that measured Galvanic skin response. The essence of the science was that various stimuli in the environment create predictable biological responses in the body, sparking electrical and chemical changes in brain patterns and hormone levels. It’s what gives you the sweats when you get nervous.

You don’t hear much about bio-feedback anymore, but the bio-responses in your body are still very real. As a Manager, these bio-responses can work for you and against you. For the most part, bio-response is unconscious, we don’t know what is going on inside, but the hormones are being released nonetheless. As brain patterns change or hormone levels build, if the Manager can become sensitive to the change, two very important things can occur.

  • Heightened intuition
  • Channeled reaction

Charlie was in my office yesterday. We were talking about mostly nothing for a half a minute, when I suddenly became uncomfortable. Something happened inside of me, mostly with my stomach. I wasn’t in discomfort, but there was a significant twinge. Some people believe that intuition is unexplainable, but I think intuition is simply getting in touch with the bio-responses that unconsciously occur all the time.

The twinge in my stomach was caused by a short silence, a white space in the conversation. I had asked a question about Charlie’s last meeting with his boss. There was no response from Charlie. Silence in a conversation often causes a momentary awkwardness, which is a bio-response to “I don’t know where this conversation is going next? I thought I knew, but I don’t know now. I wish I knew, but I still don’t know. I hope this conversation get some direction soon, because this awful silence is killing me.” BOOM. That’s the bio-response. Heightened intuition (simply getting in touch with the bio-response) tells me that we are talking about something more significant than the weather. The first important element of bio-response is heightened intuition.

The second is channeled reaction. The automatic (unconscious) reaction to a bio-response is to avoid. Do anything to make this feeling go away. The silence was awkward. The automatic (unconscious) response is simply to “talk.” Make the silence go away. If I talk, the silence will be gone, the awkwardness will be gone and I won’t feel this way. It is also likely that the conversation will steer back to a discussion of the weather.

Channel the reaction. When the Manager becomes aware of the bio-response, the reaction can be channeled productively. My bio-response to Charlie was a twinge in the stomach. The twinge told me that this conversation had potential to be more meaningful. I could avoid it or I could engage. Avoiding it would be easy, simply talk to fill the silence, talk about anything. OR, I could engage, and channel the reaction. I could let the silence continue. I could let the silence do the heavy lifting to move this conversation to the next level. Something significant had happened between Charlie and his boss and Charlie needed to talk about it. We could have talked about sports, or we could have engaged in a meaningful discussion that had real impact on Charlie.

The bio-response gives the Manager a heightened sense of intuition and the possibility to channel the reaction to a more productive outcome. Listen to the twinges, watch for white space in conversations.

With Gratitude

“What are you thankful for?” I asked.

The eyes from the other side of the table turned kind.

“I am thankful for this time of year, where things slow down. I stop. I stop being busy and become aware. If we don’t stop, we just keep going. Gratitude is about awareness. When I stop, my heart rate goes down. I am calm. In the quiet, I can take it in. I can watch and see things more clearly for what they are.”

“And, what do you see?” I prompted.

“I see connections, the relationships I have with other people. I play a role in other people’s lives and other people bring value to mine. It’s all about connections.”

“And, what are you thankful for?” I asked again.

“I am thankful that I am not wandering alone. I am thankful for those around me, that are connected to me. It sounds too obvious. That’s why it is so important to slow down and become aware. If we don’t stop, we just keep going.”

During this time of Thanksgiving, I am going to stop. To become aware.

See you next week. With my gratitude.

Which Mental State Do You Feed?

Mental states trigger different parts of the brain. Mental states trigger different hormones in the blood stream.

There are several versions of a story, this one ascribed to the Cherokee.

There was a grandfather speaking with his grandson, telling of two wolves. “There are two wolves living inside me,” the grandfather explained. “They fight with each other, one is evil, one is good.

“The evil wolf uses anger, sorrow, fear, judgement, greed, self-pity, guilt, lies, false pride and ego.

“The good wolf uses love, serenity, hope, empathy, exploration, generosity, gratitude, truth, compassion, creativity and purpose.”

“In this fight between the two wolves,” the grandson asked, “which will win?”

“The answer is simple,” the grandfather replied. “The wolf that wins, is the wolf you feed.”

Which wolf are you feeding? It’s a shift in mental state.

The Plan and Its Train Wreck

“Why is planning so important?” I asked.

“Well, if we have a plan, we know what to do,” Susan replied.

“And, if we know what to do, then we will get what we want in terms of the outcome?” I pressed.

“Well, most of the time.”

I shook my head. “Rarely. Planning only works until its train wreck with reality. Most of the time, things turn out the way they turn out, regardless of the plan. So, why is planning so important?”

It was Susan’s turn to shake her head. So, I continued.

“Think about planning as the mental exercise of anticipation.”

Susan’s head shaking became a nod. “Anticipation sounds like what ifs. We don’t know the what ifs in the future, all we can do is guess. What if we guess wrong?”

“So, our planning has to include what if-yes and what if-no,” I said. “And, is there more than one variable in the future?”

“Always more than one variable,” Susan replied.

“And, if we take variable A-yes, variable A-no and variable B-yes, variable B-no, that gives us four quadrants to plan in.”

Susan jumped in. “And if we take short-term and long term slices.” Susan stopped.

ScenarioPlan

“Planning is the mental preparation for making decisions down the road in the face of uncertainty,” she continued. “And the further into the future we plan, the more uncertainty there is. It is not the plan on the piece of paper that matters. It’s the mental fitness, exercised by planning, that makes the difference in the problems that must be solved and the decisions that must be made.”
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For more information on scenario planning, visit Gideon Malherbe.

What Do We Bet On?

As we wait, what are the possibilities? What are the uncertainties? Ambiguities? And what do we bet on?

  • We look for things we hope for.
  • We look for things that drive our optimism.
  • We look for things we like to see.
  • We look for data that supports our wishes.
  • We look for data that confirms our suspicions.
  • We look for data that supports our own bias.

Reality always wins.

Do not be mislead by hope, what we like, our wishes, suspicions and bias. It is too easy to be lead astray. Most managers I work with are optimists. It is a valid way to see the world, AND there are other possibilities.

What is the worst that can possibly happen?
Prepare to accept the worst-case scenario.
Work to improve on the worst outcome which you have mentally agreed to accept.

I suggest these are not mutually exclusive AND we can hold two simultaneous thoughts that appear to contradict. The intersection of worst outcome and the position of optimism may provide the guidance we seek. It will ALWAYS be better than the worst outcome.

Improve on the worst outcome comes from Dale Carnegie, How to Stop Worrying and Start Living.

Habits of Success?

In my last post, A Level of Competence, I ended with an unspoken question.

What habits do you have that support your success? I am curious to hear from you, so post a comment or reply by email. I will collect, manicure and re-post.

Here are two of my habits.

  • Each morning, I fix a cup of coffee, and spend 60-90 minutes writing. This is where the blog comes from, as well as email correspondence with other thought leaders.
  • When I drive an automobile, I do NOT listen to the radio, only podcasts or I simply drive and think.

What are your habits?

Best Measure of Performance

The best measure of performance is performance. – Lee Thayer

Fitness. A team can have all the necessary elements, but if they don’t have fitness, they will not be able to pull off the strategy. My colleagues get that blank stare when I talk physical fitness. The eyes glance from side to side. “He’s not talking about… being fat, is he?”

If the project calls for a ten hour day, can you work it and then go home with enough energy to be with your family? No way, unless you are in shape. Yes, physical fitness, exercise and nutrition.

And mental fitness.

  • Create four alternative solutions to every question, to make sure we include unlikely possibilities.
  • Create an argument for the other side when this side seems so obvious.
  • Pull the team together for fifteen minutes to make sure we “check-in” before we make a major decision.
  • Discipline – use a consistent mental process for problem solving and decision making.
  • Discipline – focus on a single task until it is complete.
  • Discipline – follow-up on due date projects.
  • Discipline – have the difficult conversation when it is easy to avoid the confrontation.

Physical discipline and mental discipline go together, critical for execution. Most companies do a fair job of planning and organizing. But effectiveness is all about execution, physical and mental discipline. I will take a mediocre plan well executed, anytime, over a great plan that is poorly executed. Where does your team stand on the fitness scale?