Interruptions are one of the most challenging aspects of working with others. Like everyone, you want to be reasonably accessible to the people you work with, and a true team player. But an over-the-top need to people-please can be a time trap; if you spend all day in helper-mode it's at the expense of completing more revenue-driven tasks.
The weather’s warming up, flip flops are emerging and kids are out of school. For lots of people, that spells vacation season. But not for everyone. Many of us get so wrapped up in our worklives that we don’t take all the time off we’re entitled to….or need. In fact, Americans only use about 77 percent of their paid time off, which translates to almost 430 million unused vacation days annually.
Demanding workloads, and the drive to compete lead many to believe sacrificing time off is the key to job survival. But peak performers know the opposite is true: folks who take most or all of their vacation time perform better, are more productive and more satisfied.
Still, it can be hard to take time off because we’re afraid of falling behind, and paying for it when we get back. The key is to be organized in order to fully enjoy and maximize the benefits of time off:
Think of your vacation as an investment in your performance. When you are recharged and rejuvenated, you have more energy, make fewer mistakes, and come up with more creative solutions to workplace problems. As an added bonus, the deadlines (of a flight or vacation time) force you to focus, eliminate unnecessary distractions, and get more done. Just think how clear your desktop gets right before you leave for vacation!
Vacation in short bites. Even two days away can improve your wellbeing, so consider scheduling a series of wonderful long weekends throughout the summer, if you can’t swing a full week or two. These mini-breaks refresh your spirit on a regular basis without sacrificing any work momentum and motivate you to stay focused during the workweek.
Prepare the people you work with. Starting one to two weeks before you leave, remind key players you interact with (supervisors, co-workers, key clients) the days you will be out of the office, so that they get deadline driven assignments to you in advance. Meet with any colleagues covering for you to pass along projects, giving them clear decision rights on things they can handle in your absence, and what constitutes an emergency worth contacting you for.
Pull the Plug. Ensure you are able to relax and recharge by limiting your contact with the office while on vacation. If you must check-in, give yourself a time limit like every other day or five minutes per. If you have prepped your colleagues and shared your contact information, they should be prepared to handle things while you are out and know how to find you should the need arise.
Build in re-entry time. Minimize the wall of stress that can hit on our first day back from vacation by planning. Get home early enough to unpack and get a good night’s sleep. Avoid meetings for the first half day back at the office. You’ll need time to catchup on what happened while you were gone before taking on new projects and assignments.
The good news is, it’s not just our time away that benefits us; we get an emotional reward from anticipating a vacation. So, get some use out of those flip flops—it’ll help your career, and your sanity.
The most common goal of executives who hire me for time management coaching is to free up time to invest in their teams and to spend with their families. Intuitively, they know that time spent with people forms crucial bonds, enables personal development and reduces fire drills. Yet, daily urgencies frequently preempt time reserved for weekly 1:1’s, for “walking the halls” to stay visible and getting home in time for dinner.
Protecting time for others requires a willful shift from being reactive (to every distraction and mini-emergency) to being proactive about long term priorities. Is it easy? No. Is it worth it? Yes. To inspire us all, I can think of no better role model than my beloved elementary school Principal, Martin. K. Brown.
I met Mr. Brown on my first day of 6th grade. My family had just moved to Center City, Philadelphia, and I was nervous about entering a new school where all the kids had been friends since kindergarten.
Wearing my coolest pleather jumper and a burgundy pullover, I took a deep breath and walked in the front door of Greenfield Elementary School. And there, waiting at the top of the steps, was Mr. Brown, my new principal. “Hello Julie,” he said. “Welcome to your first day!”
The warmth of that greeting is emblazoned on my memory. I was stunned; not only was the Principal stationed at the entrance, but he knew my name! I felt safe, I felt important, and I felt that I belonged. My time at Greenfield ended up being the most formative of my life— a defining era that even now, I can go to in my mind to connect to my most authentic, capable self.
Not too long ago, Mr. Brown surfaced alive and well on Facebook. His profile became a super-magnet to students from around the globe. Within months, hundreds descended upon Philadelphia for an elementary school reunion.
As I reconnected with friends who looked exactly the same as when we were ten years old (I swear), and alumni from across the decades, one thing was apparent: Mr. Brown had made a similar lifelong impression on every single student who passed through that school. The accolades revealed that it wasn’t just because Mr. Brown was such a wonderful, wise person…it was because of how you felt in his presence.
"When Mr. Brown was around, you just knew everything was going to be alright”
"He created an environment that allowed us to soar."
“Mr. Brown represented high ideals, and inspired us to do our best”
I sat down with Mr. Brown recently, and asked him how he approached his job, to see what we could learn from him. His primary goal, he said, was to create a positive environment -- a place that kids (and parents) would remember and feel good about. To make that happen, he spent his time and attention in three very particular ways.
He invested time getting to know each student personally. He learned our interests, personalities, strengths and dreams. And because our leader recognized us, we felt we could be ourselves. Even 40 years later, at the reunion, we marveled that he not only knew each of us by name, he remembered the names of our siblings and parents. He made us feel like we mattered.
He organized his day around “being there.” No matter what else was on his plate, Mr. Brown did not want students to see him only when they got into trouble. He stopped by classrooms and made sure we saw him in the hallways and lunchroom and at recess. We felt safe, seen and taken care of, because someone was visible and present.
He promptly resolved issues with love. Because he had taken the time to establish a good rapport, when kids acted out, he didn't need to yell or threaten. Instead, he'd say (with a glint in his eye), "I know you can do better." He meant it, and we listened. Conflicts were resolved quickly, with everyone’s dignity intact.
Certainly, Mr. Brown had a rare gift for understanding human behavior and what people need. But his vision and grace translates to three concrete behaviors we can all practice, whether we are leaders, managers, parents or friends. No matter how demanding our jobs, it's important to remember that devoting time and attention to people is the best investment you can make. It inspires everyone to be the greatest version of themselves, and leaves a lasting legacy.
