I don’t like the term work life blend. It makes me think of a scene in Raina Telgemeier’s graphic novel ‘Sisters,’ where one of the girls forgets to put the lid on the blender before using it. She leaves a mess everywhere.
Work life blend feels messy to me–and not in a good way. Think about what happens in a blender. Everything you throw into it breaks down and mixes into everything else. It’s a destroyer of structure, a creator of amorphous mass. Work life blend is taking care of a sick kid while running a work meeting. It’s talking an employee through a tough situation while eating dinner with friends.
That’s not to say that I haven’t done these things. I have. I’m very glad that I don’t have to miss work or take a pay hit when life intrudes on my business hours, but I pay for that privilege in other ways. Generally, the currency is my focus, my sleep, or my peace of mind.
Does anyone really want to clean their house and put in a full day of work? Is this the ideal that we should all aspire to? That sounds too close to have it all hustle porn.
There’s a healthier way to think about our lives.
Let’s Talk about Soup
Somebody is out there thinking but Teresa, people blend soup too. Yes. They do. But as it turns out, I am the boss of this blog post, and my metaphor is about the sort of soup pictured at the top of this post. The bowl pictures your life, and the liquid is the time you’re allotted on this earth. The ingredients bobbing about in the liquid are what you do. Sometimes things sink to the bottom for a time, only to reappear when other things are removed. The activities remain distinct but mobile.
And in the end, that’s the ideal that most of us aspire to if we think about it. We aren’t looking for opportunities to hold a screaming baby while interviewing clients. Instead, we want the freedom to move our day’s activities around to accommodate a richer life.
So the next time someone asks if I have a good work life blend, I’m going to say no. I’m working on a work life soup, and the day has never been tastier.
What’s Teresa Been Up to, Anyway?
The interviews keep rolling in! I’ve decided that instead of taking up an entire post for these things, I’ll sometimes just add a post script after a blog. Last week I did my first ever Facebook live event with Bert Martinez from Money for Lunch. That was super fun, especially since the construction across the street was quiet during the entire interview. Woo! And the podcast episode from Humanize Your Workplace with the fabulous Alyssa Carpenter just came out today. Interviewing people is an art, and both Bert and Alyssa are at the top of their game. Check them out if you’re so inclined.
Happy New Year friends! The last couple of weeks have been long-ish stretches of quiet time interspersed with short bursts of crazy. On January 4th we celebrated our 23rd wedding anniversary with a family party.
I knit and crocheted many things for the kids.
Slowly Walking Down the Hall Faster Than a Cannon Ball
In between making stuffed animals, I completed interviews for various outlets interested in remote work. If you follow me on Twitter or Facebook you saw the post from Digital Nomad Sage last week. Another interview came out today from Remoters. I was also on the radio with Money Matters based in Houston. I’m on the radio again next week with Drive Thru HR.
I’ve been simultaneously on vacation AND working like a maniac. I took 2 weeks off from my day job so I could relax with the kids’ during their winter break. I scheduled that time off 8 months ago, before I knew the date my book would launch. Friends, my book launched today.
I nearly spent my entire vacation working on book stuff. Launching a book resembles planning a wedding. There are a lot of moving pieces and different players that work together before the main event. My book launch to-do list runneth-ed over. (We’ll just pretend ‘runneth-ed’ is a word.)
There’s a Fine Line Between Optimism and Delusion
I planned to cram a lot of writing time into the two weeks I was off. I use the word ‘plan’ loosely here. It was more of a wish list that had nothing to do with reality. I was going to: 1) Read a lot of research on psychological safety, 2) Work out every day, 3) Write three articles about remote work, 4) Spend quality time with my kids in between 5) Planning our family party and 6) Launching my book.
Then my oldest kid got sick on the first day of winter break. Shortly thereafter the second one got sick. And the rain of Vancouver closed in. Instead of focusing on my writing, I spent the first days of winter vacation knitting on the couch in between taking care of the kids. It should have frustrated me more than it did. But the fact was, I was mentally depleted. I needed time to let my brain go fallow. So I made the last-minute decision to work in short sprints so I could spend the majority of my time lazing about with the kids.
Who Says You Have to Vow to Resolve Anything in 2020?
Taking a break is hard if you’ve been running yourself ragged. It feels weird to just do…nothing for stretches of time. At least it was for me. I am a woman of action. It’s especially hard at the beginning of the year when everyone wants to hear your New Year’s Resolutions.
But you know what? New Year’s Resolutions aren’t the boss of you. If this is where you’re at right now–mentally depleted–the best resolution might be no resolutions in 2020. Or if you can’t quite do that, consider ‘take better breaks’ as your resolution of choice. My resolutions are usually hedonistic. One year I resolved to eat awesome cookies. Several years ago I went in search of better cheese. I wasn’t going to pick a resolution at all this year, but ‘take better breaks’ is growing on me. I’m going to sit with the idea in the back of my brain for the month of January and see how I like it.
Do you make hedonistic or subversive New Year’s resolutions? I’d love to hear about them.
There’s a lot going on both in Remota HQ, and with my family personally. Last Wednesday evening, just as I put the finishing touches on last Thursday’s blog post, we got a call from a sick family member. This relative hasn’t authorized me to tell personal details so I am going to skip over the particulars and move to the next bit, which is this: after that phone call we made a plan to drive to California.
For some reason I like knowing that I can get out of Dodge with very little notice. Maybe it’s because I grew up in California, with the threat of the next big earthquake always sort of looming in the background. Maybe it’s hearing about all the fires and evacuations that have spread across the state. In any event, I’m glad we can pull everyone out of their routine and go when we need to.
I could have chosen to work on this trip. My job is remote and I can carry it all in my laptop, but that’s not why we took the kids out of school and drove for two days. This week, I’m focusing on family.
So that’s why you don’t have an article from me today. However, I can offer you this link to an article from N.F. Mendoza for Tech Republic. She interviewed me (as well as some others) about ‘The Top 13 Ways to Manage Remote Employees.’ It’s a solid checklist of things to think about and practice if you want your remote employees to be efficient and engaged. Check it out.
Give people solid reasons for changing their over-working ways and they will do so.
People Problems Need People-Centric Solutions.
The BBC published this article discussing why banning email outside of work hours might do more harm than good. The arguments focused on why highly anxious or highly ambitious people might need to access work email outside of work hours.
The bigger question is why are employees anxious if they can’t check email after work? Why does an ambitious go-getter need to log long hours in order to get promoted? There is a difference between occasionally working longer hours in order to finish a project, and chronic hyper-connectedness. Failure to disconnect from work is a symptom. If we really want people to disconnect and recharge, we need to address the root cause of the behavior.
To better illustrate this, let’s pretend that you are at a friend’s house for dinner. You’re both in the kitchen–you are cutting up vegetables and your friend is tenderizing meat with a mallet. Suddenly your friend takes the mallet and repeatedly pounds his hand with it.
There are a lot of things you would do in that moment. You might shout ‘stop!’ You might wrestle away the mallet.
Under no circumstances would you think you solved the problem by taking away the device your friend used to harm himself. Until someone uncovers why your friend did what he did, you can’t be sure he’ll never do it again.
Burnout was a significant predictor of the following physical consequences: hypercholesterolemia, type 2 diabetes, coronary heart disease, hospitalization due to cardiovascular disorder, musculoskeletal pain, changes in pain experiences, prolonged fatigue, headaches, gastrointestinal issues, respiratory problems, severe injuries and mortality below the age of 45 years.
These consequences are just as harmful–if not more so–than hitting your hand with a hammer. And getting at the root causes of burnout in your company will require a thorough diagnosis.
How to Get at the Root Causes of Burnout
Employees experience burnout for a variety of reasons, just as people get sick for a variety of reasons. Going back to our earlier example, a doctor would treat your friend by asking a series of questions and making observations. A leader interested in delivering an effective solution for burnout can do the same.
It’s tempting to assume we know what’s causing the burnout and skip this step. Perhaps we have a lot of experience leading people. Perhaps we’re burned out because we receive too many emails and assume that solving our problem will solve everyone else’s, too.
As a leader, your experience at work is different from that of your employees. Your pain points may be different as well. Don’t assume you know what the problem is.
However, there are some things you CAN assume.
Assume Your Employees Know the Consequences of Overworking
People understand that working too much is unhealthy. There is an abundance of information on the consequences of burnout. Many major news feeds covered the story when the World Health Organization ruled that burnout is a medical diagnosis.
If most people know that overworking is unhealthy, then the next question we need to ask is why are they doing it anyway? It’s tempting to assume that they’re working off of faulty information. This leads to our next assumption.
Assume Your Employees Have a Solid Reason for What They Do
Most of our decisions are self-protective on some level. We wear nice clothes to protect our dignity and social status. We count to ten in our head to stop ourselves from saying something that will ruin a relationship. And we work too much because we think doing so protects us in some way. Or we are being overtly rewarded for doing so.
This is why simply implementing an email ban won’t work in the long run. If your people are convinced that they need to work long hours to keep their jobs or get promoted, they will continue to do so.
For many years, Kaplan had a “summer hours” policy. During the summer months, you could elect to work a little longer Monday through Thursday, and take off early on Friday. I took advantage of this policy for many summers, until I was given a new manager. This manager claimed that the summer hours policy was only for employees who worked in an actual office, not for remote workers. Therefore, her expectation was that our team would not participate.
I knew that manager was wrong. I tried to point out that the other remote teams were taking advantage of summer hours, and we should too. Unfortunately this manager wouldn’t listen. When faced with the choice of defying my new boss or working longer than necessary, you can guess which decision I made.
Your employees have a solid reason for overworking. They will share this information with you under certain circumstances.
Create Protected Spaces for Honest Feedback
Telling your employer that you’re overworked feels risky for many people. As a leader, you can minimize the risk of honesty. It isn’t enough to say ‘please be honest,’ or ‘we value your honesty.’ You may foster an open and inclusive company, but your employees may be carrying baggage from previous employers. Or you may have a problem manager that you don’t know about yet.
Even if neither of these things are true, you must stay conscious of the power dynamic between you and your employees. You have the power to fire them. Your employees will always keep that in mind when deciding what to tell you.
One of the easiest ways to minimize risk for your employees is to use an anonymous survey. If you lead a large company then it may be easiest to retain a third party to handle creating a survey for you. If your company is small or there are budget concerns, you can build your own survey. Consider using a format that allows you to collect nuanced answers. I personally like ‘rate how much you agree with the following statements’ sorts of questions. This is what they look like:
Rate how strongly you agree or disagree with the following statements 1 = disagree, 2 = neither agree or disagree, and 3 = agree
In my company, you have to work long hours to get promoted.
I have a reasonable workload.
My immediate manager cares about my work/life balance.
You can get more complicated and use a wider scale to ask if people “strongly” agree or disagree. Before you do so, ask yourself if the benefit is worth the added time it takes to create a more complicated survey. If this is your first time surveying your employees, understand that you may not get your questions right the first time. You might even consider adding a question at the end that asks ‘what other questions should we ask?’ to speed up your learning curve. As a bonus, you can learn a lot from the questions people suggest you add to the survey.
Everyone Has Time to Survey Their People
Back in my Faculty Manager days, I sent my direct reports an anonymous, annual survey in December. This was completely separate from the big engagement survey my company conducts every year. The big survey asks a lot of questions about many subjects–the point of my survey was to figure out how I could improve as a manager.
Your employees know what you have to work on. Mine were no different. Once I processed the information, I always did two things: 1) I shared the results with my people and 2) told them what I would work on in the following year. They could judge for themselves if I did what I said I was going to do.
I had anywhere between 50-100 direct reports spread across the state of California. Even with my hectic schedule–and no added administrative support– I found the time to create, deliver, and respond to the results in my employee survey. You can, too.
Employee surveys are humbling experiences. Sometimes you’re humbled by the trust your employees place in you as a leader. Other times you’re humbled by the things you have to work on. Often it’s a mix of both. But if you’re serious about identifying the cause of burnout at your company, don’t skip this step.
Share the Results and Talk About Next Steps
When you’re fixing culture problems, it’s really important to bring people along in every step of the process. Share the group results. Your employees are dying to know if everyone else feels the way they do. They’re anxious to see how you react to what the group has said. Choose your words carefully. You want to make it clear that you understand the problem, and are committed to fixing it. This is a huge opportunity to built your employees’ trust and respect for you and your company. Don’t blow it.
Then let your actions back up your words. Give the good assignments to the people who go home on time. Promote the people who fight for reasonable work loads. Bonus the teams that use all of their vacation time. And retrain (or rehome) the managers who perpetuate poor work/life balance.
Give people a solid reason to change their habits, and they will do so.
Burnout culture is a people problem that requires a people-centric solution. You CAN get at the root cause of the problem. Approach the process with humility and honesty–and put your actions where your mouth is. You’ll not only change your work culture, but also create a team that trusts you and will follow wherever you lead.
I have a problem with sick days. My problem is that I don’t always take them. I caught my kids’ flu (thanks kids) Sunday evening, and still went to work on Monday.
Why Is it So Hard to Take Sick Days in the Remote Workforce?
I blame my children. (It’s what all good mothers do.) When the kids were very small I saved my sick days for when they got sick. And I’ve never broken out of the habit. Working remotely means I don’t have to.
I once worked in an office where one guy—we’ll call him Typhoid Mary—would come to work even when sick. Inevitably the entire office would catch his plague. It didn’t take very long before the office adopted a “stay home if you’re sick” work culture.
But when you work from home, you can’t infect anyone. The social pressure to stay home is gone. Now (at least for me) it’s hard to tell when to take a sick day. I don’t have to drive anywhere. I don’t even have to sit upright. If I’m well enough to binge watch Netflix, why aren’t I well enough to work?
I’m not the only one who does this. According to SoftChoice, a North American IT solutions and managed services provider, 57% of the 1,700 people they surveyed admitted to working on sick days. 80% of those folks spent sick days working through email.
There are many reasons people do this. Perhaps they don’t want to return to work and find an overflowing inbox. Maybe they’re worried that everyone will assume they’re slacking. Whatever the reason, I believe there are things we can all do to help people rest when they’re sick.
Bring Back the Social Pressure
I went to work on Monday while I was sick, and my team told me to go back to bed. Forcibly. (In a very professional, HR appropriate kind of way.) We should do this more for one another. I’ve seen other colleagues working while sick and I haven’t suggested they go back to bed. I’m going to start doing this from now on. We’re all adults. We need to make our own decisions, but sometimes we need that extra kick in the pants to make the right one. I certainly did.
Some folks may not feel comfortable telling people to go back to bed. As an alternative you might tell someone that took a sick day that you’re glad they took time to rest. Let’s reward each other for taking a balanced approach to work.
Reevaluate Work Loads
If your direct reports work while sick, you may want to perform a work load audit. Can an actual human being finish enough tasks to do a good job in an assigned role? How do you know? Do your direct reports have the tools needed to complete work efficiently? How do you know? Managers aren’t always responsible for the amount of work a company places on its employees, but we can always take on the role of advocate for our people.
Employees have to share the burden when it comes to evaluating task loads. Remote employees work out of sight for most of the day. It won’t always be obvious that we’re drowning under too much to do. If your boss is reasonable, give that person a chance to lighten your load. Speak up–and come prepared with examples.
Provide a Safety Net
If a colleague is sick, offer to take care of their time-sensitive tasks. I had two things weighing on my mind, and when I was still sick on Tuesday my team took over those tasks so I could rest with a clear conscience. It’s pretty great working on a team that has each other’s back. Don’t wait for your boss to build this sort of culture. A trusting work place begins with you.
It can sometimes feel hard to justify sick days when you already work from home. Like so many other things in the remote workforce, we each have the ability to craft the work life we want to see. Offer to help people take needed time off either through social pressure or taking tasks of their plate. Let them do the same for you. If we all work on this, we will create a more humane work culture. We’ll work for companies where people take the time they need to recover, and return rested and ready to go.
Somehow September turned into New Year’s Resolutions, Part 2. I thought this was a parent-specific thing, but I know childless people who are caught up in the ‘new school year, new you’ craziness. According to my inbox, now is the perfect time to reset my diet, take up an exercise challenge, read the latest books by my favourite authors, and start that Coursera course someone picked just for me. It’s like everyone’s high on Pumpkin Spice latte fumes.
All joking aside, I get it. Why not put away your bad habits AND your summer clothes all at the same time? It’s so efficient! Personally, I just spent the last two months working while the kids were on summer break. I’m tired. All I really want to do is enjoy the fact that someone else is legally obligated to provide an excellent learning environment for my children, at no extra cost to me.
Last year I fell for the Pumpkin Spice fumes. I joined a run challenge, bought cookbooks to help me make healthy dinners my kids would love, and tried to Amazon prime my way to a new life.
That didn’t turn out so well. I love running and cooking; the activities themselves weren’t the problem. The problem was that I added more stuff to my already crammed lifestyle without pausing to consider where I would fit them in.
This September I did something different.
I Took a Secret Vacation
It wasn’t a total secret. I want to stay employed, after all. My job knew I was taking time off. My family and friends did not. I love my family. I love my friends. But when they know I’m off, I tend to get asked to do laundry or go out to lunch. The whole point of this particular exercise was to side-step my routine and examine it from the outside.
So on Monday I got up at the usual time, went into my office at the usual time, and asked myself questions I haven’t asked in a while. What do I really want to do with my days? What should I do to go back to work feeling like I’d had a good time off? And then I sat back and waited.
I don’t know how the rest of you see the different facets of your personality. I think of mine as a committee. There’s my inner maker, who would love to spend an entire day making things. There’s my inner athlete, who prefers long sessions sweating in the great outdoors. My inner toddler wanted to go exploring. And my inner writer wanted to write things on a more forgiving deadline.
I like doing other things too. These were simply the activities that moved to the head of the queue when I thought about what I really wanted to do. Since the stakes were low (I only had to figure out two days) the committee vote came through pretty quickly. I would spend Monday reading and writing. Tuesday I would knit and walk on the beach. The goal for both days was to spend as much time as possible neither speaking nor being spoken to.
The Secret Vacation Backstory
I’ve taken secret vacations since my first child was an infant. We all have the right to say ‘I need breathing space,’ and expect the world to leave us alone for a bit. Unfortunately babies don’t work union hours. And mothers, in particular, aren’t supposed to want time away from their children. It’s pretty easy to get to a point where you’re too tired of fighting to fight for what you need. So we suck it up.
Until the day that I didn’t. One day I got dressed for work and dropped my daughter at daycare. Then instead of going to work I drove to the beach and called in sick. I didn’t do much. I walked for a long time. My favorite yarn store in LA was six blocks from that beach, so I went and knit at their big wood table. I bought an early dinner. And then I went back to the daycare at the usual time and took my child home.
All together I played hooky for six hours. It was life changing. I went home better able to deal with new motherhood, a demanding job, and the fallout from the 2009 recession. Best of all, I didn’t have to fight anyone for the respite because no one knew I’d taken it.
It was my little secret. And I knew I would do it again.
The Power of a Small, Sneaky Escape
Some people walk the Appalachian Trail in an effort to find themselves. But you can reap the same benefits on a smaller scale with a secret vacation. There’s something powerful about asking yourself what you really want to do with your time and waiting for the answer. It almost doesn’t matter how much time you set aside. Reserving–and enforcing–a breathing space is an empowering act.
Plus, keeping things small means you can do it more often. If it’s been a long time since you’ve done the things you really want to do, your inner committee might resemble the mob outside Walmart on Thanksgiving. Every one of your interests will try to out-shout the others when you’re starved for free time. If you plan regular escapes, the committee settles down. Your true priorities emerge. You leave your vacation time with a better sense of what recharges you. And that right there is snack-sized self reflection.
Third, sneaking out of your life prevents you from spending your free time doing the soul-sucking things you “should” do. Nobody can know you’re off. They’ll figure it out for sure if your kitchen floor goes from grimy to gleaming in an afternoon. Therefore, for operational secrecy, you need to leave that floor alone.
People Think My Vacations Are Weird But Really They’re Awesome
I (usually) tell my husband about my secret vacations after they’re over. Mostly he’s bemused by the whole idea. Others look at me like I’m crazy when they find out. But for me, these little interludes are (metaphorically speaking) how I put the oxygen mask on my own face first before helping anyone else. On Wednesday I dove back into my usual schedule. I didn’t have a new life, but I definitely felt like a new me.
If you’re feeling like you need a change, maybe what you really need is a secret vacation. Give it a try. The sanity you save might just be your own.