The 3 Little Pigs of Digital Leadership

Photo Cred from Disney Archives

Digital Transformation isn’t just for companies; it’s for leaders too. A company’s need to digitally transform has been well documented, but the need for its leaders hasn’t.

So what does becoming a Digital Leader even mean? 

Becoming a Digital Leader means becoming more data-driven than you are today. 

When you use data to become a Digital Leader, you become more insightful.

And that insight helps you transform your company to withstand the winds of change. You become the little pig building the brick house

It’s important to clarify – becoming a Digital Leader does not mean you have to become a techie. Instead, it means using technology to make smarter and faster business decisions. It’s about using technology to run a more agile operating model.

The next 10-20 years have been referred to by many as the technology deployment age. There will no longer be the have and the have nots. It will be the use and use not – until the use nots go out of business.

Technology is shifting from differentiator to equalizer. 

Large corporations will use technology to more cheaply reach into secondary and tertiary markets to access customers previously too fragmented or expensive for them to serve.

Small and mid-size companies will use technology to punch up in customer experience, target marketing, and solution design.

(To dive deeper into this concept, check out this podcast with PE Investor @Tracy Graham of Graham Allen Partners about investing in overlooked businesses and modernizing their operating model to unlock value.)

This creates a huge opportunity and risk for both sides…so who wins? 

The little pig building the brick house wins. 

Which leader little pig are you? Let’s find out. 

Little Pig in the Straw House

Most of us, myself included, are building straw houses. We’re building straw houses because we’re relying too much on our tribal knowledge to make decisions.

Tribal knowledge cements us in the past, like using MapQuest to drive to your Florida vacation.

Suppose you’ve been in your industry or your job a while. In that case, you’re likely using your well-earned experience and “gut feel” to fill in data visibility gaps and make (outdated) insights.

Recently we acquired a company that brought new talent into our organization. The new leader, let’s call him Tom, and I began working together to integrate our businesses. Tom started asking data-driven questions such as:

“How do you know how much client work is in your backlog at any point in time?”

When I went to show him our reporting and respond to his question, it hit me: I had been building a straw house. I was relying too heavily on my tribal knowledge. There was no way this data alone was sufficient to make the right resourcing decisions.

The biggest problem the little pig building the straw house has is thinking their tribal knowledge is an asset to the company.

 In truth, it rarely is as valuable as we believe it is.

Little Pig in the Stick House 

The little pig building the stick house recognizes the need for change but gets it wrong. 

In business today, this little pig is an “add more people leader” when solving a problem or gaining access to the data they need.  


“Our systems don’t integrate the way we need them to. Let’s create roles and hire people to manually perform a process, and give us the reporting we need.” 

In truth, we should be spending our time being ruthless about systematizing access to the cold hard data. 

Little Pig in the Brick House 

The little pig building the brick house spends his time systemizing the data in his business, department, or team. His objective is to make it visible and usable for himself and the other little pigs across the enterprise. 

By systemizing the data you need, other leaders in your business begin to benefit from that visibility too. You help other leaders start to see customer change happening earlier than they previously would have. 

This is how digital transformation begins in a company. 

So, which little pig are you? And what can you do next to start building a brick house?

Not just another post about company values

I was at work one day when my division got acquired. I didn’t want to go, but like a stubborn 1st grader who doesn’t want to go to school, I didn’t have a choice. Call me old-fashioned, or maybe naive, but I thought I’d put in another 30 years or so, get my gold watch, and then hang up my cleats. 

My old company had decades of established history, success, and hard lessons learned. My new company was a few years old and still figuring it out. 

For months after the acquisition, I felt like I was in a weird parallel universe. The job, the people, the office were all the same, but it wasn’t the same. Everything had changed. 

That’s when I noticed something. 

The values I used every day to make decisions weren’t actually mine. I thought they were, but they weren’t. They belonged to my former company. 

Let me explain

Company’s communicate their values to employees and customers in a variety of ways, but the best way to tell what a company values is by what gets measured. 

My new company measured different things. The stuff I was working to improve before I was acquired kinda didn’t matter anymore. 

I didn’t think my new company cared, so I stopped caring too. 

Why this matters

I remember saying to myself “if the company doesn’t care about xyz thing, then I won’t either. All of a sudden, it’s on no one’s radar” 

But I was wrong… because deep down in dark rooms where I hide feelings, I did care. 

Eventually, we all would. As the business grew and matured we started to care about different stuff. The stuff we used to care about.

It took me a little while to figure this out. When I did, I realized I could positively influence change. I had already been where my new company wanted to go. 

Help your company care

Want to know something? Like with people, companies change and grow. 

If you care about diversity and inclusion but D&I doesn’t exist in your company yet, can you change that?

If you care about employee engagement, but no one has ever asked if you would recommend your company to a friend, can you change that?

If you care about free snacks in the break-room, I know you can change that. 

Take stock of the things in business you actually care about, even if they aren’t on the poster. If your company doesn’t care about them yet, can you change that?

I think you can. Let me know when you do.

Career advice for beginners

The greatest benefit I got out of college was figuring out exactly what I wanted to do for the rest of my life. 

The moment I walked across the graduation stage and was handed an empty pad-folio, it all clicked. Suddenly I had it all figured out. Or maybe it was when my degree was mailed 2 weeks later…honestly I can’t remember. 

In fairness, I got plenty out of higher education, but I can’t say career clarity was tops on the list. 

You too? 

Don’t sweat it. Here are three lessons I’ve learned since graduation day that can help if you’re just starting out.

Lesson No. 1: Prioritize the company over the role

As Sheryl Sandberg famously said, “If you’re offered a seat on a rocket ship, don’t ask what seat! Just get on.”  

The first question to ask when starting out is not what seat or job do you want – that comes later. 

The first question is “what type of company do I want to work for?” 

Do you want a big company with a lot of structure? Or smaller, more fast-paced? High growth and high risk, or slow and safe? More responsibility or a brand name on the resume?  Maybe its some combination of all of these things. 

Regardless, the environment shapes the role, not the other way around. This is why choosing your environment first is critical. You can have the exact same role at two different companies – love one, and hate the other. 

I figured this out when my company was acquired. I had the exact same role. Same title, same office and worked with most of the same people…but the job was suddenly completely different. 

There’s a second reason to prioritize joining the right company. 

In today’s corporate world, you’re only going to be in your role “as is” for a short while. Some new manager will come in and change it…just you wait. But ideally, if you’re good, you’re going to get asked to do something else. This leads me to lesson number two. 

Lesson No. 2: Eventually its better to be a big fish in a small pond

You could argue this is lesson 1.5 because its still about choosing your environment. Either way, let’s continue. 

I started my career a little fish in a big pond. One of 40,000 guppies swimming around. 

It was a great place to learn “what good looks like,” but difficult to stand out. Despite how badass I was, the waiting list to get a seat at the table was out the door and around the block. Like the list for the stimulus package, dead people might have been on it. 

When I went to my next company I learned what I’d been missing. With each new achievement, I was the next man up. Being in a smaller pond gave me experience I would have had to wait decades to get previously. 

I had the opportunity to execute multi-million dollar investment strategies, run a high-growth international business unit, build another one from scratch, and have regular 1 on 1s with our CEO, most of which before I turned 30.

By shrinking the size of my pond, I was able to condense decades of career experience into years. 

But what do you do if you’re already at a company grinding out that j-o-b?

Lesson No. 3: Start by maximizing where you are

Before you get wet by jumping into new ponds, strive to first maximize your performance in the role you are in. 

Your view might change once you’ve become the top performer in your peer group or given it everything you have. To the victor goes the spoils. If you become a top performer in your role, doors you didn’t even know existed will open for you. 

“If you’re not maximizing your potential where you are, then you can never know if you should leave because you haven’t experienced all that it has to offer.” 

-Rory Vaden

Thankfully, this isn’t a “if you’re not first your last scenario” The key is to maximize your potential in the role. Do that first, then re-evaluate. 

I believe these three lessons will help you discover the career clarity you seek. They have for me. This leads me to the final lesson… 

Stay a beginner. College was fun, but it’s nothing compared to the school of life.

The warning passive job seekers need to hear

Got a job but lookin? You aren’t alone. According to the department of labor, a record 4M people this past April quit their jobs for new opportunities. The Great Resignation is officially upon us. Dun Dun Duuuun

U.S. workers are leaving their jobs for more money, more flexibility, more happiness. But before you go dancing in the streets….heed this warning: 

Don’t leave before you leave.

Play To The Whistle

One day, long before pandemics I was in a room where our COO gave this piece of career caution: Don’t leave before you leave.” 

Meaning, don’t check out while you’re looking for a new gig. Don’t ease up because you’re no longer into it. Play until you hear the whistle. 

Why is this such good advice? 

3 Reasons To Stay Bought-In To The Bitter End

Reason #1: Things look different at the top

Have you maximized your growth potential in your current role? To the victor go the spoils. If you’re middle of the pack, become the top guy or gal on your team, before you leave

The view is different from the top of the mountain. You might find that different opportunities come your way when you’re the go-to person. If you get to the top and there’s still nothing there, use that experience to get a better job somewhere else. 

Reason #2: Breadcrumbs

You never know how a new gig is going to work out. You just don’t. In 1-2 years down the road, what if you want to come back? If you check out 3-6 months before you leave how will you be remembered? Be a class act until your final day. Want a surprise?! You’ll actually be more valuable to the company if you ever do return. 

A good friend of mine recently returned to his former employer after a 2-year stint at a Fortune 50 company. Know what they gave him? 

A promotion. 

Reason #3: Karma

A little more squishy, but by golly this one is real. You still care about the folks you work with right? When you check out, who is picking up the extra workload? Who is counting on you? Whether it’s a high-five or a work project, no one wants to be left hanging. 

Wrapping Up

Turns out I’m one of the 4M. I started my new gig on April 15th. After I gave my notice, I spent the next 4 weeks (which in hindsight I don’t recommend) helping to interview for my replacement. I worked evenings and weekends. I wanted to put every last finishing touch I could to leave things better than I found them. 

Will that extra effort ever pay off? No clue.  

But at least I took my old COO’s advice. I hope you do too. 

The secret to good execution

Your team invests oodles of time, energy, and resources into a project. At the moment, it’s 80% done and 0% usable. Sound familiar? 

All of a sudden a new priority emerges. Resources are redirected and your initiative gets put on the back burner.

Now what?

This might sound familiar because it happens in companies all the time. Yet some leaders still find a way to execute. Eventually, they get it done. 

What’s their secret? 

Their secret is they knew it was coming, even if they didn’t see it coming. 

Enter the whirlwind

The whirlwind is the hustle and bustle of your everyday job. Stephen R. Covey coined the phrase in his book The 4 Disciplines of Execution.The Whirlwind  is the urgent activity needed to run everyday functions in your business.” The Whirlwind is the daily chaos associated with keeping the wheels on the bus. 

What does this have to do with execution?


Chaos theory

Leaders who find a way to execute plan for chaos. They know the whirlwind, while unpredictable, is constant. They allocate time and resources for the unknown to happen… because it will. 

Think you’ll close that deal in September? Try November when your decision-maker comes back from an unexpected leave. 

Think you’ll upgrade your software system in January? It’ll be April after the integration issues. 

I’m not talking about sandbagging. Sandbaggers lower the bar so far someone might trip over it. I’ve known several impressive sandbaggers in my career. They always hit their goal or deadline…and never got promoted. 

I’m talking about reality. Chaos and order are laws of nature. Best to not mess with the universe. 

The whirlwind applies to our personal lives too

When setting ambitious goals to lose weight, run a half-marathon, or eat a Whitecastle crave case we incorrectly don’t plan for the whirlwind. 

“When choosing a new habit many people seem to ask themselves, “What can I do on my best days?” The trick is to ask, “What can I stick to even on my worst days?”

-James Clear

This happened to me recently. My blogging motivation waned. My tiny habit of one sentence per day turned into only – one – sentence – per -day. I was running out of gas. 

Thankfully before I launched my very first post I got a head start and wrote a couple for a staging queue to give myself a buffer.

Usually, I can write a post in about 3 cocktails. This one took me over two weeks. 

You know what? 

I’ve shipped a post every Wednesday morning for the last 8 months. Thankfully I planned for the whirlwind. 

Think about your key priorities over the past year. Any get sidetracked? 

Next time plan for the unexpected because the whirlwind will find you.

That is the secret to good execution. 

How to make hiring easy

Want to make hiring easy? Of course you do. 

Start with a meticulous hiring process, five to seven interviews at least. Ask the candidate unusual questions such as, “If you were a potato, how would you be cooked?” 

Next is the personality assessment. Uncover any weaknesses the candidate may have hidden during the interview process. 

After that, call references. All of them. Heck, call some that aren’t even on the list. Track down old colleagues, extended family, freshman-year college roommates. Vet each candidate like he’s applying for a job with the FBI. 

And stay tuned, because my next post is on how to hack candidates’ social media… 

Wait, sorry. 

Flip it and reverse it. 

If you want to make hiring easy, just follow this one rule: Don’t settle. 

The ‘Baby Ruth’ of hiring

Fresh out of college, I started my career in a management program designed to “train” me to be a manager. Instead of training, I got tossed in the deep end. As in, I was supervising a team of a dozen individuals twice my age who didn’t care what I had to say. 

That wasn’t necessarily a bad thing, because I didn’t have anything good to say, anyway. 

What I did know is we were having terrible turnover problems. I spent most of my days (and nights, for that matter) interviewing and screening resumes. 

I needed to get people in the door. Every day we were falling further and further behind on our service levels to our customers. 

My efforts paid off. In short order, I made several great hires. Folks with can-do attitudes who came in and made an immediate difference. 

I have a hiring gift, I thought. I’m a total natural.

Boy, was I wrong.  

Same situation, different result

Fast forward a few years, and I found myself building a team from scratch. More importantly, I was up against a deadline to deliver on a strategic investment I helped develop. Millions of OPM (other people’s money) was on the line. 

The guy said good things in his interview. His resume had enough of the right buzzwords. I remember selling him to my boss – “He’s not perfect, but he’s the best I have right now, and the clock is ticking. This guy will be a solid B.”

I was wrong. 

He was an F. Meaning, not a “Fit.” We both lost. I lost six months of progress. He left a good job for something that didn’t pan out. 

It was a big swing-and-a-miss from the can’t-miss kid. Where did I go wrong? 

I settled. 

“When in doubt, don’t hire – keep looking.”  

Jim Collins

Even the best get it wrong sometimes

Many moons ago, I was fortunate enough to hear our chairman of the board speak in a small setting. For someone who ran a company with 40K employees, this guy knew a thing or two. 

When it came to hiring, here’s what he said: “When I was 100% confident a candidate would work out, I was only right 70% of the time. But when I was 70% confident, I was wrong 100% of the time.” 

If you aren’t finding the candidate you’re looking for, play the long game. Hang in there and ride it out until you’re 100% sure. As Derek Sivers says, “If it’s not a ‘hell, yes,’ then it’s a ‘no.’” 

If you want to make hiring easy, please take this advice: Don’t settle.

Oh, and change your password on social media every 30 days… More on that in my next post…  

The best meeting advice I ever received

I spend most of my day in meetings and talking on the phone. How about you? 

There are repeatable elements to a great meeting: Have an agenda, take notes, assign action items, instill accountability. All of that stuff is good. 

But none of it is better than this piece of advice I received early in my career. I call it the golden rule of meetings. 

The golden rule of meetings states that if you get invited to a meeting, “say at least one thing.” 

When you don’t speak up…

In a world where scheduling a meeting is easier than ever, many of us are invited to a lot of meetings. Meeting fatigue is real. 

Sometimes you’re a little less familiar with the subject, so you don’t speak up. Or maybe you’re intimidated by senior leaders in the room, so you stay on mute. Maybe you’re just pretty damn busy and trying to multitask in the background.

Whatever the reason, you don’t actively participate. You hop on the call, stay silent, then hang up and move on to the next to-do on your list. And the company is worse off for it.

The golden rule of meetings would prohibit that kind of behavior. “Say at least one thing.” Have a presence. Be active. Participate. Make it a habit. 

“Be a participant, not a passenger.” 

-Brian H. Quinn*

You might think the reason you were invited to the meeting is to simply “be aware” of what’s going on. I often see this in younger professionals just starting out. 

Yes, listening is necessary, but if you are there, be there to contribute. 

*BTW, I did just quote myself. It’s not the coolest thing I’ve ever done, I’ll admit, but the sacrifice had to be made. And if I can quote myself in my own blog, you can say at least one thing in a meeting. 

What’s at stake?

OK, so it’s pretty simple: If you’re in a meeting, say at least one thing. But … why? Why does it matter whether you add your 2 cents, especially when some meetings tend to drag as-is?

First, saying at least one thing matters to the company. Diversity of thought leads to sound decision-making and better outcomes. 

Ironically, the further you are from the most senior person in the room, the more valuable your perspective becomes to them. It’s a point of view they can’t get on their own. 

Second, saying at least one thing matters to your brand. Your professional brand. When you participate, even if it’s just enough to let people know you aren’t asleep, you are viewed as engaged. 

The alternative is meeting purgatory. Coming and going without anyone even knowing you were there. If the term “ghosting” wasn’t already taken by the millennials, I’d coin it here. 

The golden rule of meetings is one of the simplest lessons you can learn to help your career. 

So, take a look at your calendar. What’s your next meeting? Why not make it golden? 

The hidden treasure in companies today

Are you in a commoditized industry? Haggling over price? Seeing growth slow? Does your product or service look a lot like the next guy’s? 

No, this isn’t a pharmaceutical commercial, although I am here to tell you – you are not alone. 

Most of us are in mature commoditized industries.

Still, some of these companies are winning big while the rest claw for scraps. 



Think your industry has it bad?

Take Dollar General. Can you get more commoditized? Yet somehow, they’re planning to open 1,000 new stores this year. Check out their stock price. Are they just getting lucky? 

If it’s not luck, they must have a better strategy, right? Better consultants? Or more funding? 


They have a better culture.

Check out the message I got from Olivia within one nanosecond of visiting the culture page on Dollar General’s website. 

A nice theory…

A few years ago, I was part of a brainstorming session to enhance our customer value proposition. We were all sitting around a table when our chief marketing officer said, “You know… it’s not our products or services, it’s our culture that differentiates us.” 

That’s nice, I thought, but it sounds more like a marketing mind trick than an actual strategy.

I tucked his idea gently into a mental drawer, and I turned out the light.

Or was it more?

Fast forward a few years to my first day at my new gig with DMG. I was standing in the lobby next to a new executive in the company. A team member stopped to introduce herself as she was walking into work. 

“What do you do for us? How do you like it here?” the exec asked. 

“I’m an account executive, and I ABSOLUTELY LOVE IT HERE,” she replied. Her positive energy lit up the lobby. 

Wow. “Love?” Did she really mean “Love?” Maybe she uses “Love” like I use “Awesome.” As in, way too often, and to describe everything from my Amazon delivery arriving early to getting gas 20 cents cheaper at Costco.

But it didn’t take long for me to figure out, she actually meant it. She really and truly loves her job. 

“When you take care of your employees, they will take care of your customers and your customers will take care of you.”

 – Michael Hyatt

Culture as your company’s competitive advantage

A mentor of mine once described culture as air. You can’t see it, but companies need it to survive. And it has to be clean and healthy.

A company with great culture can change the world. But if the culture is sick – even the tiniest little germ has the capacity to rot the whole company from within. 

“Culture eats strategy for breakfast.” 

– Peter Drucker

I find that too often, new strategies start with looking externally. We diagnose the addressable market. We size up our competitors. And that’s a shame, because sometimes, the larger opportunity is right in front of us, inside our own house. 

Instead of starting with external strategies, maybe we should start by asking ourselves, Do we live the right culture needed to win?

And unlike me when I first heard it, I hope this is an idea you don’t tuck away. 

How to jump from middle management to executive level

Stuck in the middle? 

Why do some managers leap to the executive ranks while others remain crammed in middle management? 

Is it all about results? Maybe there are some politics sprinkled in? Or what about having that “it” factor? 

“Maybe I just don’t have the stuff it takes to make it to the top,” you might say to yourself…

But you’d be wrong.

Here are three behaviors executives repeatedly model that middle managers don’t – aside from picking up the tab at dinner, of course. 

No. 1: efficiency vs. results

Middle managers are trained to make things more efficient. Sadly, many lose sight of the fact efficiency in and of itself isn’t the goal. It’s a means to a goal. 

Middle managers ask, “How can I make this more efficient?” Executives ask, “What business result do I want to achieve?” 

No. 2: strengths vs. weaknesses

Good middle managers delegate their weaknesses. Fill in their gaps. Hire for skills they don’t have. They know diverse teams outperform. 

Executives delegate their strengths. An executive builds a complete team that can outperform without him. He knows the biggest constraint to scaling his organization is himself. 

“To get to 10 employees, executives must delegate activities in which they are weak. To get to 50 employees, they have to delegate functions in which they are strong.”

– Verne Harnish.
No. 3: who vs. what 

Middle managers tend to look at a problem and determine what to do to solve it. No shame in that.

However, an executive looks at that same problem and ask who should solve it? 

 I almost fell into the ‘middle’ trap…

Recently, I gave an update to several leaders in our company where I said, “We’re going to optimize this process to reduce admin time, which will let us spend more time on deal strategy.”

The plan was bold, the impact significant. I was excited to rally the troops. 

Guess what? 

No one cared.

Then I realized my mistake. I was focusing on efficiency instead of results. 

I revised my message. “We’re going to optimize this process to win more business!”

Now I had something.

If you want to make the jump from middle management to the executive level, I believe these three behaviors can help. … Of course, picking up the tab at dinner never hurts, either.

Why Prospects Aren’t Calling You Back

In February of 2011, I started my career in Sales. I was hungry. I hit the phones…hard. Knocked on doors. Handed out business cards.  Wrote call scripts. Rewrote call scripts.  Like Indiana Jones, I was in pursuit of the holy grail of elevator pitches. A siren song that no one could refuse. 

I left voicemail messages. One, two, three, four, or more messages… for the same person. You could run but not hide…or so I thought. 

I’d ask myself constantly…why don’t prospects ever call me back? 

But that was the wrong question. 

So Unprofessional

“So unprofessional,” I muttered to myself between dials. At least call me back and tell me NO. It’s not like I’m asking you to dump me in person. Over the phone will do just fine. 

If I’m ever in a leadership role later in my career I vowed, I will always call salespeople back.

A few years later I’m the General Manager of a multi-million dollar business unit. I got lots of cold calls from salespeople, and guess what?

I called none of them back. 


Why Prospects Don’t Call Back

Prospects don’t call you back because it’s personal. Kidding…

The truth is prospects don’t call you back because what you’re offering isn’t their top priority.  

I called none of them back…until I did

One day on a call a senior executive emphasized the importance of building real customer relationships. Then I got an email from a guy selling corporate packages for the Pacers. “Customers love it,” his email read. “It’s a great way to build customer relationships.” 

I called him up and we bought the package. 

Your Prospect’s Top Priority

You might think you know your prospect’s top priority based on their title or the company they work for. 

If they aren’t calling you back, then you don’t. 

When what you sell becomes your customer’s top priority and you’re top of mind…you will get a call. I promise. 

How can I make what I offer their top priority? 

Now that is the right question to ask.

2 Tips For Working Work Late

Is this your normal day?  Meetings. Meetings. More Meetings. 

“No problem,” you sigh to yourself.  “I’ll get to my to-do list tonight and catch up.”

Then in the evening, you work on your “actual job.” Email. Tasks. Expense Reports. Status Reports. Other work stuff. 

Party Foul! You just broke my two tips for evening work. 

Allow me to explain… 

Old School vs. New School Work Philosophy

Old School work philosophy is about the hustle. Always be hustlin. The number of hours we work is a badge of honor. Busyness becomes a sign of importance and self-worth. 

“How’s it going today?” asks a colleague. “SUPER BUSY,” you say. 

New School work philosophy teaches us that constraints drive productivity. By saying NO to meetings, assignments, and extra projects we can focus on the top priorities that leverage our highest and best use to the company. Ironically, we advance because we’re focusing our best efforts on the right things instead of all things. 

I think we all would agree… New School sounds amazing in a utopian kind of way. But what if that’s not your current reality? 

Thankfully, there’s a 3rd option. 

When you work late, choose to work on things that multiply your time or give you energy.

Tip #1: Things That Multiply Your Time

If you’re going to work late, work on things that give you time back tomorrow. 

  • Understaffed? Screen resumes or message your network on LinkedIn. 
  • Answering the same types of emails? Create a process to prevent the email.
  • Stuck with repetitive tasks? Create instructions to effectively delegate. 
  • Creating a new pricing strategy? Research

Work late to fix why you’re working late. 

Rory Vaden, author of Procrastinate on Purpose calls this the Significance calculation, which states:

“You multiply your time by spending time on things today that give you more time tomorrow.”

– Rory Vaden

Tip #2: Things That Give You Energy

Typically, there are parts of our job that we love. But during the day we’re often at the mercy of other people’s requests. Typically, we don’t love that. 

However, in the evenings, we are free. What we choose to focus on is completely up to us. If you don’t feel free – see Tip #1 above. 

If you find yourself working in the evening, why not choose to do the parts of your job that you love? 

Work can be fun. Getting into a flow state is one of the best feelings around – time passes effortlessly and studies show people in a flow state feel more energized, not burned out. 

If you’re putting in the extra time, spend it on the work you enjoy most. That’s how you circumvent burnout or at least delay it. 

Think these are two tips you can follow? 

Hit Reply or Comment on LinkedIn. I’d love to hear your thoughts.