How Drew helped Mel through a burnout phase
Below is a fictional scenario based on real-life events.
Mel has had a full 2024. They have barely taken any time off while crisscrossing the country during their third year at ACME. Finally, December hit. Burnout finally caught up with Mel during Thanksgiving week. Mel was long on sleep and short with family and friends who were excited to see them.
During a 1:1 call the following Monday, Mel’s manager, Drew, sensed Mel was nearing a breakdown. For weeks, Drew tried to be subtle with Mel, telling them to “take things easy.”
But now, Drew needed to be decisive.
“Mel, you’re taking this week off,” Drew said.
“WHAT? Why? What did I do wrong?”
“Nothing. You’ve been amazing this year, but it’s come at a cost. I can see you’re exhausted.”
Mel felt an inner rage coming. Never were they so forcefully told to take time off.
“Who is going to do my work?”
“Mel, the team will have this covered. Let’s spend the next 30 minutes discussing your main priorities, and we’ll work to delegate. Then we will discuss how you will spend your time off.”
After reviewing Mel’s key priorities, they discuss how Mel will take time off.
“Mel, I’ve been in your shoes. Here’s what I did to refresh after burning out. The first thing I did was call a friend I hadn’t talked to in a long time. I had an honest conversation with a good friend the other day about their impact on my life. Who is a friend you haven’t talked to in a while, and what don’t they know that you’ve always wanted to share?”
“Good thinking, Drew. I have someone in mind. What else do you have for me?”
***
This holiday season, let’s focus on creating healthy moments that make us and those around us smile. It can be lonely for some of us as the days are shorter and the nights longer and colder. Being there for one another can mean more than we might let on.
Consider sending a handwritten letter to your favorite college professor. We can often forget what lessons we learned from our instructors. What was the one class or moment you noticed they believed in you? Let them know and thank them!
We often feel we need to update our social media channels with our activities. What about an afternoon with close friends, shopping and supporting local businesses in your city, with no photos documenting your journey? Just you and your friends living in the moment.
What about the leaders throughout your career who made a significant impact? Deliver a testimonial for a former manager looking for their next job. Can you share an example in which they empowered you to do your best work in a healthy and empathetic manner?
Let’s not forget those in the service industries. How about an increased sense of empathy for the airplane gate agent who is doing the absolute best they can to get you to your next destination safe and sound, or an extra holiday tip to your coffee barista, along with a look in their eye and a sincere “thank you” that will make their morning as they craft hundreds of lattes.
Reflect on those you worked with for a short time this year. What about sending a check in text to the summer intern you managed who found a great new job? We all remember our internships and those who helped us feel professional. They will love hearing from you and sharing all the work they’re doing.
Are we spending time with our neighbors, making snow angels at the local park, and talking about everything except for work?
Are we spending brief moments to ourselves when possible, turning the phone off as you walk around a neighborhood renowned for its holiday light decorations, drinking from a warm cup of hot chocolate?
These are just a few examples of the moments I want us to cherish these next few months.
And now for your MollyMoh update! Molly has her winter cut and is enjoying a few dry days here in the Pacific Northwest!
Joey didn’t sleep after a bout of imposter syndrome
Below is a fictional scenario based on real-life events.
Joey was burning the midnight oil. After a five-hour flight, Joey prepared for tomorrow’s sales presentation to a prospective client in their Boston hotel room.
An ACME veteran for several years, Joey has a new role in the sales team, focusing on the healthcare industry. Healthcare is a new market for Joey, and they were nervous. They were up all night reading and trying to memorize data, acronyms, jargon, and anything else that would make Joey “look” smart to a new audience.
Fast forward to the next day. Joey got two hours of sleep and barely made it to the prospect’s offices. Exhausted and overwhelmed, Joey’s typically high confidence was very low.
The feedback after the presentation isn’t great. Joey didn’t land the sale. The response wasn’t “Joey doesn’t know healthcare,” it was “Joey didn’t have the energy to believe in what they were selling.”
Joey had never received this kind of feedback before. Joey is one of ACME’s most prominent advocates.
So what was it? I chalk it up to a commonly used phrase but rarely investigated further: Imposter Syndrome.
I’ve experienced trying to “overwork” confidence. The words used in the presentation. How clean the slides look. The order. And rarely has it made the difference. Instead, it’s been around confidence, feeling energetic, refreshed, and enthusiastic.
We forgo considering these reasons because we’re so focused on the output and often to our detriment. And that’s because of “Imposter Syndrome,” a psychological feeling of self-doubt and “not being enough.”
Data shows that 70% of us have experienced imposter syndrome in our careers. Even if you don’t consider yourself to have imposter syndrome, you work with someone who does.
In a data-rich, research-first-before-doing-anything world, some of us default to reading every book, listening to every podcast, watching every YouTube video, taking every course, and talking with dozens or hundreds of people before we make any decision.
This can delay starting anything — including a business or career shift - for weeks, months, years, or indefinitely.
I’ve had times in my Chasing the Sun journey when I over-researched, but it doesn’t help in the end! Yes, do some research, but I’ve had more success leaning in, trying, learning, and adjusting.
One example: I’ve yet to receive formal public speaker training. Yes, I’ve read best practices and watched videos of great speakers. But I’ve spent more time practicing and speaking in front of audiences.
Getting out of the research spiral, starting something, gaining momentum, learning, and growing is good for your well-being. Momentum from accomplishing things makes you feel good!
How to overcome Imposter Syndrome Expert Mode?
Let’s say you want to become smart enough about an industry to pitch your services in a way that allows you to understand their challenges and position yourself as a unique problem solver.
There are two options:
If you’re trying to learn as much as possible about the industry, consider setting a time limit to learn as much as possible. This can be 1 day, 1 month, or 1 year, but set a time limit and don’t go over a second more!
Another option is proactively setting an asset limit on learning about the industry. Read one book, listen to one podcast, take one course, and have three conversations. Gather the information you need and get going!
And now for your MollyMoh update! Our sweet Molly is gearing up for a rainy fall as we do all we can to help her expend her energy!
Elliott’s challenging wellness challenge.
Below is a fictional scenario based on real-life events.
“This looks great, thank you!” Elliott was chatting with fellow wellness committee members at ACME Corporation and reviewing the upcoming “Wellness Wednesdays” flyer designed by the team.
Elliott has been at ACME for a few years and is rising at the company. They were looking for an opportunity to connect with leaders across the organization while embracing their love for healthy eating and exercise habits.
Leading the company’s wellness committee was the perfect match. Elliott’s boss was fully supportive, and Elliott had a great time connecting with fellow enthusiasts.
One problem: this program’s participants are primarily individual contributors and middle managers. Executives rarely participate, citing meetings, travel, and other commitments.
What can Elliott do to increase the participation of executives at ACME?
The premise behind corporate wellness challenges offers good intentions. Challenges promote mental and physical well-being that can solicit community across a team or organization.
From a strategic standpoint, challenges help employees feel healthier, make them more productive, and ultimately help businesses achieve their business objectives. Tactics include inviting yoga instructors to host sessions, downloading mobile fitness applications, ticking off boxes on bingo cards, and taking cues from giant, colorful wall posters.
Beyond health benefits, participation incentives include everything from money and gift cards to time off and praise.
The problems with short-term wellness challenges are:
While intentions are good, they are typically incomplete and don’t address long-term impact.
Participation with senior members of the organization is inconsistent, as I’ve experienced in my career.
If I were Elliott and creating a wellness challenge or working to communicate one to your employees, here is what to consider to extend its value.
Remind senior leaders to lean in.
Junior- and mid-level employees look at every move senior leaders make in companies.
That includes how much they participate in what some might consider non-essential activities like wellness challenges.
As an executive, I took it upon myself to participate in wellness activities. I wanted to show junior staff that executives prioritize their mental and physical well-being. From doing planks to walking up flights of stairs, I made the time to show up.
Discuss with your manager (or other senior advocates) a strategy to get executives’ attention through:
Celebrating employee successes in past challenges.
Sharing the health benefits of participating.
Working with executive assistants to block time on calendars to participate.
Start with a pilot, measure impact, and iterate.
Recently, I had the opportunity to lead a company-wide six-week wellness pilot program, which included workshops and weekly videos.
The company even created a specific Chasing the Sun Slack channel.
As a result, the company reported less employee turnover and increased business revenue.
A key success factor is the entire leadership team participated.
The CEO committed to the entire staff that they were making other impactful changes to culture and well-being, including impactful changes to meeting frequency and work on Fridays.
To test proof of concept, offer to run a pilot program with your entire staff or a specific workstream that involves increasing awareness of (and subsequently, activating) your corporate wellness benefits.
And now for your MollyMoh update! Our sweet girl is having a ball with her fresh fall haircut!
“Kelly’s late again,” Ryan said.
Below is a fictional scenario based on real-life events.
Ryan was tapping their coffee mug in frustration again. “Is Kelly going to join our 1:1 this week? I guess I can step out to the kitchen quickly and refill my coffee,” Ryan told themselves. It was 8:40 a.m. on Wednesday, and again, Kelly was nowhere to be found.
Kelly has either entirely skipped or was late for their 8:30 a.m. 1:1 calls for six straight weeks.
Ryan and Kelly are veterans of ACME Corporation, but they’ve never worked together until a few months ago when a company reorg meant Kelly became Ryan’s manager.
Ryan doesn’t need much handholding, and Kelly knows this, but Kelly’s taken advantage of this fact by being too hands-off.
So what should Ryan do?
We see Ryan and Kelly’s issues too often in manager-employee relationships. One of the most critical aspects of this relationship is clarity about how the two people will work together and how best to communicate.
If I were Ryan, I would proactively discuss these ten things with Kelly during their next conversation and be prepared to share their thoughts proactively.
What are your goals for the upcoming year?
How do you prefer to communicate?
How frequently will we meet 1:1?
What should be covered in our meetings?
How should feedback – in both directions - be delivered?
What happens if one party is late to a meeting for 5+ minutes?
What are examples of things you’d like me to run by you vs. things you want to be aware of/copied on?
What topic(s) should be discussed in real time vs. asynchronously?
How do we ensure we’re clear on priorities?
What is our process for requesting time off?
If these 10 topics are discussed at the beginning of the employee-manager relationship and updated every six months, you will save each other a lot of time, reduce a lot of stress, and build a bond lasting for decades.
And now for your MollyMoh update! Molly is not the biggest fan of her rain jacket. 🤣 Happy Fall, everyone!
“I WAS being strategic,” Shannon thought…
Below is a fictional scenario based on real-life events.
“This needs to be more strategic. Rewrite.” This was the only feedback Maddox wrote Shannon on a planning document for an upcoming product launch.
Shannon was two months into their role at ACME Corporation and struggled to understand Maddox’s feedback.
The feedback was consistently terse. Vague. Incomplete.
“Sharper.”
“Confusing.”
“Don’t get this.”
Maddox was very nice in person, but the smiles turned into frowns on paper.
And Shannon didn’t know what to do.
This feedback on the planning document was just the latest example.
Shannon thought they were strategic. They did their research. They didn’t start with tactics. But clearly, something was missing.
During their next conversation, Shannon raised the issue with Maddox.
“Maddox, it’s been a bumpy road these first few months,” Shannon said. “I thought I had a handle on your expectations, but I don’t think we’re on the same page. Can we start with your recent feedback that the planning document needs to be more strategic? What do you mean by ‘strategic.’?”
The question stumped Maddox.
“No one has asked me that before, Shannon,” Maddox responded. “I just assume everyone knows what I mean, and they just figure it out.”
They spent the next hour comparing notes on the word “strategy.”
While both people were correct through their respective definitions, they were clearly on a different page.
Shannon thought of strategy as themes tied directly to the tactics in the plan. They were trained to think about a plan that included big-picture goals, measurable objectives, and strategies and tactics that aligned with the objectives.
Maddox realized they never sat down with Shannon to discuss how ACME defines strategy. At ACME, when they think about strategy, it’s always related to the business strategy rather than the strategy of a campaign, launch, or other initiative. Maddox wants Shannon to always write plans by thinking about the business strategy first and then tying the bulk of the plan to the business strategy.
So, while Maddox and Shannon were coming from the right place, it’s clear why there was such a breakdown.
What does this mean for you?
Much like we have for our online passwords, we need two-factor authentication on ambiguous words.
Teams need a crystal-clear understanding of expectations, with clear examples of what words mean.
This can be the difference between a confident, well-rested, engaged, and happy employee and an uncertain, sleepless, stressed, disengaged, and unhappy employee.
How to address.
Please consider the words you use that could be perceived in different ways. Beyond everyday work, these might be included on your careers webpage, job description, or used during the interview process.
A few examples include:
Strategic.
Nimble.
Agile.
Forward-thinking.
Innovative.
Select one word per week that might be perceived as ambiguous and have a conversation with your team about how they define these words.
I guarantee what your team will learn will be enlightening.
Please let me know what you’ve uncovered!
And now for your MollyMoh update! Molly was a very good girl as we went to the vet to get her vaccines updated. Many treats were given for her bravery!
Noel’s overused sports metaphors test Lee
Below is a fictional scenario based on real-life events.
Lee sheepishly turned on Zoom for the weekly sales team call. Noel, Lee’s boss, had an energetic start to the conversation.
“Ok, team. We need a World Series-winning performance from everyone this week. No strikeouts.”
A pointless 60 minutes of virtual high-fiving, round-robin status updates, and cheesy jokes followed.
Lee found it a waste of time.
But then they thought, “This was professional life.”
Besides, Noel thought Lee had real talent.
As a high-ranking sales VP at ACME, Noel loved sports metaphors. I mean, LOVED them.
“That’s a home run.”
“Hey man, we need a touchdown from you this week.”
“We need to put the client in the penalty box for a few minutes.”
“Hey, team, it’s 4th and long, but I know we can make our goals for this quarter.”
Every email. Every meeting. Like clockwork.
But Lee wasn’t comfortable with all the sports analogies. They aren’t a sports fan. And neither were a few of Lee’s colleagues, who shared their thoughts over happy hour drinks later that week.
“Has anyone brought this up to Noel yet?” they asked. When everyone shook their head no, Lee thought they’d take an opportunity to share feedback.
What’s the worst that can happen?
The following week, Lee had a 1:1 with Noel.
“Hey Noel, I noticed we use a lot of sports metaphors. I want to feel a part of the team, but it takes me a while to translate what you’re saying. Can we please reduce some of the metaphors?”
What’s one thing Noel can do to be more inclusive?
This might seem inconsequential, but clear and concise language – even something as nonthreatening as sports metaphors - is essential.
Growing up, I had grandparents who barely spoke English. Their daughter-in-law, my mother, did an incredible job coaching me to speak simple English.
Slowly.
No big words.
And I take pride in doing what I can to carry on that approach today.
Minimal jargon. Inclusive language.
When talking about work experience, words matter.
Ask yourself whether it’s jargon or metaphors: “Does everyone understand what I’m saying without needing to read a dictionary, visit Wikipedia, or watch a YouTube video?”
Whether you’re a new professional or a seasoned veteran ready to retire, I urge you to audit your language.
Start with your written language. Linked here is a great tool for determining whether your language includes a lot of jargon.
And now for your MollyMoh update! I think we call this Very DeMolly Very Mindful.
Cameron finally managed to pop their head up…
Below is a fictional scenario based on real-life events. Next week will be a special edition with culture and well-being trends I’ve seen this summer and how I’m working with companies to solve them.
It was 10:45 a.m. before Cameron popped their head up from their cubicle at ACME Corporation.
Nearly three hours after arriving in the office, they realized there was no one else around.
“Why am I here if no one else bothers to come in?” Cameron asked themselves as they started to drift towards looking at job openings elsewhere.
Last week, during a 1:1 with Cameron’s manager Ash, Ash told them they’ve heard from “higher ups” that they’re starting to demand employees to come back to the office.
“Why? How often?” Cameron asked.
A fat shrug, head tilt, and eye roll were all Ash could muster.
Over the last few days, Cameron had to make travel arrangements with their partner, reschedule a doctor's appointment, and skip dropping their daughter to school, all because of vague wishes of the “higher ups.”
And now Cameron was upset. And rightfully so!
Just as Cameron saw a job posting they liked and started to hit the “learn more” button did a notification pop up reminding Cameron about their 11:00 a.m. team status call. And, you guessed it, Cameron is the only one on the team in the office.
So what’s the problem here?
Every day, I chat with someone about an update to their company’s return to office policy. I typically hear one of three statements:
“We’re supposed to go into the office three days per week, but it’s not enforced.”
“I go into the office, and there’s no one else there. It’s a waste of my time. I spend two hours a day commuting. Why am I here?”
“We all go into the office, but all we do is stare at our computers and work. I don’t even work with anyone in my office!”
And here lies the problem with “return to office.”
We haven’t defined “return” and “office” in the current and future state of work. Business leaders: My call to action is to define these two words for your company and discuss them with your employees before implementing a return-to-office policy.
Employees have made significant adjustments to their personal lives while working full-time from home, from moving to another city to childcare. According to research from HR software company Gusto, “48% of workers said that the ability to work from home some or all of the time would be a major or the most important factor in determining whether to accept a job offer in the future.” Companies, are you listening?
When companies send out corporatewide policies saying, “We need everyone in three times per week,” they haven’t explained why and how it will be a different (and positive) employee experience.
Every company needs to be able to answer two questions so people like Cameron and others at ACME know what’s expected.
How are we defining ‘return?’
Be as specific as possible. “Come in twice per week” does little for your employees. What activities are we prioritizing for our employees while in the office? If your team comes into the office and all they do is sit at their desk conducting video calls, then that’s not a great use of their time.
Get granular if you want your team to come in twice per week. One example: “From 10 a.m.-3 p.m. on Tuesdays and Thursdays, please be in the office to discuss news trends, conduct brainstorms, and host actionable in-person meetings with your teams. Otherwise, continue working from home for the rest of the week.”
What activities should employees prioritize at home?
Save your meetings and brainstorming sessions to in-person discussions and spend time at home on your day-to-day activities requiring focus and concentration. Please encourage your teams to set boundaries while at home.
Another issue I hear is that because it’s easier to start working, people working from home are working longer hours, which causes burnout. Set boundaries with your team and stick with them, especially on nights and weekends.
In short:
When in the office, prioritize learning and leadership time.
When at home, prioritize deadlines and to-do lists.
Finally, listen to your employees. Conduct quantitative and qualitative research before implementing a policy. It will save you and your employees time and money.
The faster we can answer, “Return to what?” the better it is for companies and the well-being of their employees.
And now for your MollyMoh update! She has a fresh new pumpkin spice haircut and is all set for football season!
Riley thought they were on a path to promotion…
Below is a fictional scenario based on real-life events.
“Finally. Nailed it,” Riley thought. “Presenting this award-winning case study will get me promoted.”
A few minutes prior, Riley delivered a successful case study presentation at an all-company meeting. Riley’s team had great results to share, and Riley was in charge, so it only made sense for Riley to deliver the presentation.
Riley has been eyeing a promotion at ACME Corporation for months. They’ve worked long and hard to earn that promotion, and finally, this presentation would receive the visibility needed to get past the finish line.
One problem: while there were 10 people on the team, Riley was the only one who spoke. And Riley’s manager, Parker, didn’t like how that looked.
A few days later, Riley and Parker met. Riley thought for sure they’d be receiving praise for their work and the presentation.
“Look, Riley. I know you want to get promoted. But you spoke for the entire time during that presentation and didn’t let anyone on your team speak,” Parker said.
“Isn’t…that what I’m supposed to do?” Riley responded in a confused tone.
“No. Let them speak on your behalf. Your team’s success is your success. Stop being the center of attention, and you’ll be surprised how much you will be viewed as a leader.” Parker said.
The three-minute discussion was short and respectful, but in those three minutes, Riley learned more about leadership than any time before.
While the conversation was initially perceived as disappointing and confusing, later that night as Riley reflected, they appreciated Parker’s direct feedback.
You may have experienced a culture that rewards leaders for being the only one who speaks on behalf of their team so they can take all the credit. This type of culture may even be the fabric of how your organization operates. But as Riley learned, and I have learned, it’s not an ideal approach.
As a leader, your role should be to set your team up to succeed, and then give them the chance to communicate the glory.
The first step for Riley is to take the initiative and tell Parker they are preparing a path to promotion plan, clear with key milestones for success over the next 90 days.
This plan is no more than 1-2 pages and should include:
Clear goals that should be achieved before they are considered for promotion.
An understanding of responsibilities that should be prioritized or deprioritized.
Conversations with Riley’s team to acknowledge the team’s role, or lack thereof, during the staff meeting, what Riley learned, and adjustments they are making as a result.
At least three people to connect with, professional development materials to consume, or events they should attend to learn more about the skills required at the next level.
Opportunities for Parker and Parker’s peers to connect with Riley’s team for 1:1 conversations (some call these meetings “skip levels.”).
Immediate next steps once a promotion is given. Often, we overlook this step, and can lead to confusion down the road. I often share with teams that once someone is promoted, they should be (re)onboarded and treated as if they are a new employee.
This plan is not:
A binding contract promising Riley they will get promoted if they complete the necessary steps.
To be shared beyond Riley and Parker, unless they agree it should be shared with select influential decision makers.
Meant to give permission to focus solely on being promoted as quickly as possible at the expense of your team and their well-being.
And now for your MollyMoh update! Molly is basking in the sun as we live out the last few weeks of the summer!
Robin’s response to Daryl’s apathy
Below is a fictional scenario based on real-life events.
Daryl’s jaw dropped. Their eyes grew wider. What felt like 10 minutes of silence was 10 seconds.
Finally, Daryl could open their mouth to respond.
“You’re leaving ACME? Why, Robin?”
For Robin, Daryl was a new type of manager and struggled to work with them.
Robin’s had great managers who were advocates, excellent coaches, and gave tough but fair feedback.
Robin’s also had micro-managers who berated them at every attempt possible, causing them to lose days of sleep, spend thousands of dollars on counseling, ultimately vanishing an immeasurable amount of confidence.
Daryl was neither; they gave no feedback or career guidance. If one word defined Daryl’s leadership style, it’s apathy.
Daryl was a great contributor to ACME and was rewarded with a promotion as a result. But that promotion came with new responsibilities that Daryl just didn’t care to adopt. And because Daryl is so important at ACME, they don’t have to focus on leading others.
Back to Robin: “I tried to tell you, Daryl. I need your support. Where am I going at this company? I’ve asked and asked and asked, and the responses have been incomplete.”
“But Robin, who is going to do this work? Is there anything I can do to keep you?”
“I’m happy to help onboard a new employee, but I’ll be starting at my new job in two weeks.”
What could have Daryl done differently, and is there anything Robin could have learned from this experience?
First, it’s critical to proactively talk to your team about their role.
When I ran teams, I made time to talk to my teams often about their current role, what they were interested in doing, and how that mapped to the goals of the organization.
Based on their feedback we did what we could to make sure their career trajectory was a fit for the company. As a result, that meant shuffling around responsibilities, creating brand-new roles, or finding opportunities for them to work in other workstreams.
More than anything, the team appreciated that their careers were being thought about first.
Some people, like Daryl, simply are not cut out to be a manager.
Recommendation for Daryl (and Daryl's manager!): host 30–60-minute conversations with their team members every 3-6 months specifically focused on their role and how it ladders up to their career ambitions.
Be proactive about the future work environment.
We know the evolving landscape of the work environment in this new era will continue to be a challenge. This can cause stress and anxiety for your team. Recently, I led a workshop for a company that wants to ensure its employees can work in person safely as part of a hybrid solution.
We had a positive and transparent discussion with all employees centered around the specific benefits of working at home and in the office for both the employee, the client, and the organization.
Recommendation for Daryl: the moment they start to manage someone, they should have an action-oriented discussion on expectations, working style, and other “unwritten rules” often overlooked or discussed too late in the relationship.
Leave with grace; it’s essential for your well-being.
A lot of us take our employees’ leaving very personally. We can question ourselves, which can have an impact on our confidence. I want us always to take a step back, evaluate the situation, and examine our role.
Often, we forget the positive impact we had on our team to set them up for success to secure that new role. The other thing we always need to keep in mind is that the employee you used to manage could become a future partner, client, or boss! Your employees will remember how you respond to them leaving.
It’s important for employees who are leaving to understand this as well. It might seem like a great idea to burn bridges, but keep in mind the world is small.
Recommendation for Robin: When moving on from a difficult or apathetic manager, be cautious about how you end this chapter of the relationship. Remember, they can be future advocates, clients, referrals, etc. Take the high road and thank them for their partnership.
And now for your MollyMoh update! We celebrated Molly's 5th birthday this weekend in style. This is one of my favorite photos from a past winter. Happy Birthday, Molly! We are so blessed you're in our lives!
The sincere apology from Ryan’s client.
Ryan was numb as they read and reread the message from their client Carey at ACME Corporation.
This numbness was new for Ryan, a confident and trusted advisor to ACME Corporation for three years. As an ACME vendor, Ryan isn’t an official employee, but ACME is their only client. All the salary and none of the benefits.
The relationship with ACME was solid. Until now.
They’ve never been treated this way before.
Carey wasn’t Ryan’s direct client, but they worked together closely on several projects, including writing this press release for an upcoming announcement.
As per protocol, Ryan sent the press release to other ACME regions in advance of the press release being distributed to the public.
But clearly, Carey and Ryan were not on the same page.
Later that afternoon, Ryan received a call from Carey’s manager, Baker.
“Hi Ryan,” Baker said. “I learned about the exchange with Carey. Carey was completely out of line. I am sorry for their behavior. No one, especially our partners, deserves to be treated that way. You will hear from Carey soon as well to apologize.”
A few minutes later, Carey called Ryan. The conversation went in several different directions, but ultimately Ryan learned a lot about what Carey has been going through personally.
“It’s no excuse, Ryan,” Carey said. “I’ve just been dealing with some things and got overwhelmed this afternoon. I didn’t realize you already received approval to send out the press release. I’m deeply sorry, and it won’t happen again.”
“Thank you, Carey. I accept your apology,” Ryan responded.
Ryan was going to leave it there, but said “Can we talk soon about how we can ensure we can learn from this and it doesn’t happen again?”
Later that week, they connected for 30 minutes and put together an action plan.
The first thing they agreed on was messages like these were unacceptable. But not just between partners and clients, but within ACME.
“Trust me, Ryan,” Carey said. “This happens too often here within ACME. It’s in our culture. It’s not appropriate for my colleagues to write like this, let alone our partners. I’m going to talk to Baker about having some civility training.”
Another thing they realized is that, while the process for finalizing materials such as a press release is sophisticated, there’s one area missing: determining who sends out the final materials. To date, that part of the process was ad hoc, so Carey and Ryan spearheaded a recommendation on how to finalize the process.
Finally, they both agreed to take a deep breath, get up, take a one-minute walk, and reread all difficult emails before sending.
Postscript: How great was it for Baker to call Ryan? I was Ryan once, and I did have a very senior client call me to apologize about their team’s decorum. It meant a lot to me, and more than 15 years later, I think fondly about my client “Baker.”
And now for your MollyMoh update! The weather is perfect here in the Pacific Northwest and we're taking full advantage of the soft grass!
Harper was nervous to bring this up to their boss…
“I need to raise this,” Harper told themselves Thursday night. “But I just started a few months back. I don’t know how my boss is going to react.”
A few hours earlier, during a client meeting, Harper’s boss, Blake, delivered inaccurate information to their client. The inaccuracy would likely impact the agreed-upon strategy.
Blake isn’t just any boss, however. Blake is a star at ACME Corporation. A vice president, “30 under 30” award recipient, and the first ACME employee to deliver a TEDx talk, Blake is perceived to be one of its most valuable employees.
Harper, on the other hand, is a few months into professional life. They had a couple of internships that gave them the confidence this was the right career path, but this is a big step in Harper’s career.
For Harper to even consider letting Blake know they were wrong could be, as they say, “career limiting.”
After sleeping on it, and after seeking the advice of a mentor, the next morning Harper sent Blake a quick Slack message:
Harper thought Blake wouldn’t even read the message. “Blake is so busy!”
But just 15 minutes later Harper received a phone call.
“Hello?” Harper answered.
“Hey, it’s Blake! Saw your message. What would you like to discuss?”
Harper was a little stunned but kept their composure as they had prepared ahead of time to discuss the issue.
"Well…in the client meeting yesterday I noticed there was a slight discrepancy in the data presented. It seems there might have been a small error in the data on slide three, and I thought it might be worth double-checking. Perhaps we could review it together and update the figures for the client in case we need to update the strategy?"
“Hold on, let me look here as I pull it up,” as they briefly discuss the issue. “Goodness, Harper! Thank you for sharing. I’ll let the clients know right away.”
“Thank you, Blake, for welcoming my feedback. Means a lot to me!”
And their relationship blossomed as a result.
Why did this approach work for Harper?
Harper wasn’t afraid to show they’re a professional. No matter what stage you are in your career, or what your title is, you should be able to raise concerns without fear of retribution. Harper felt empowered and safe to provide constructive feedback.
Harper sought a second opinion. Reaching out to a mentor is invaluable, especially at the start of your career. Everyone should have three mentors:
One at work.
One outside of work but still in your profession.
One outside of work and outside of your profession.
Blake checked their ego. It’s easy when you’re viewed as a company MVP to have the perception of “I can do no wrong.” Great leaders know they aren’t perfect and need help from others. Having a humble yet confident approach is the perfect combination!
What this means for you: Even if you have the best of intentions, it can be intimidating for people to correct you! If you’re a leader, create a welcoming environment for your team. One example is to ask for feedback early and often from your team. Work with your peers to install this approach in your various workstreams. During cross-collaboration meetings, work with your peers to solicit real-time feedback from your teams. It might feel awkward at first, but naturally, you will see a willingness to open up.
Finally, how do we mitigate Harper’s nervousness? Ideally, Harper would have let Blake know right away, not the next morning.
Blake should communicate their interest in having their team speak up early and often. This begins during the hiring process, continues through onboarding, and is consistently raised during 1:1 conversations.
That said, sometimes it takes people a while to feel comfortable, so be patient.
And now for your MollyMoh update! Now she has her beautiful summer hairdo!
A stress-free vacation for Jordan at ACME Corporation…plus a MollyMoh update!
Jordan used to have the “Sunday Scaries” before coming back from vacation.
“I’m not looking forward to all these emails I’ll have to go through,” Jordan told their spouse as they were getting ready for bed.
Jordan and their family of four just returned from a relaxing weeklong vacation at the beach. This was Jordan’s first vacation since joining ACME Corporation earlier this year.
Jordan was used to their boundaries constantly being broken at previous jobs. “I need you on call,” and “I can’t believe you’re leaving me to do all your work,” are examples of messages Jordan heard from managers at past companies.
On their first vacation at ACME, Jordan was a little surprised they didn’t receive any texts or phone calls. By Day Four, Jordan was a little concerned.
“Did they forget about me?” Jordan asked themselves.
On Monday morning, Jordan poured a little extra coffee into their mug, took a deep breath, and logged on. Jordan’s heartbeat was racing over the inbox unknown. What did they miss? What did they have to address? It was at that moment Jordan received a text message from their manager, Chris:
Jordan was shocked. While the number of “unread emails” was in the hundreds, did their manager tell them to review just one email this morning?
Sure enough, Chris blocked out two hours on Jordan’s calendar simply to review the “While you were out” email at the top of their inbox.
The email included everything that went on while Jordan was out. Project status and changes, updates from the team, top priorities, and other things Jordan should be aware of as they ramp back up from vacation.
Jordan could not believe their team put this much time and effort into one email.
Later that day, Jordan gave positive feedback to Chris.
“That meant a lot to me,” Jordan shared.
“I had the same issues you did earlier in my career,” Chris responded. “We don’t text or call people unless it’s an absolute emergency. Now, you have the opportunity to do the same for me and the rest of the team when we’re on vacation!”
“That’s great,” Jordan responded. “I have a couple of other ideas to make vacations less stressful,” Jordan shared.
They spent the next few minutes discussing new ideas, including:
Creating a proactive system to ensure you’re using your time off.
In my career, I used a 6-3-1 approach. I would take a week off every six months, every three months I’d take a long weekend, and every month I’d take a half day or full day. Setting this in my calendar gave me the confidence to use my time off and set boundaries with my colleagues, managers, and clients.
Design a system that works for you.
Setting yourself up for a stress-free time off.
At least one to two weeks before your vacation, create a pre-vacation priorities plan. The process is as simple as getting out a piece of paper and sorting your priorities into four categories:
Pre-vacation priorities: what must be done before you leave, and how are you making time for these priorities?
Delegate: what project(s) will continue while you’re away, who is your proxy, and do they know what they need to execute?
Post-vacation priorities: what are your work priorities when you return, and when will you work on those priorities?
Delete: what is NOT a valuable use of your time or anyone else’s time?
And now for your MollyMoh update! Now that’s gotten a little cooler, Molly loves the early morning walks outside!
Confusion around boundaries at ACME Corporation…plus a MollyMoh update!
“That’s a wrap on the week!” Quinn exhaled as they gently put their index finger on top of the laptop to close work at 5:05 p.m. on Friday.
“Ready to see my friends for a great weekend ahead,” they told themselves.
Quinn has been working hard over the last few weeks, putting in 50–60-hour weeks. A brief reprieve is near.
Just before Quinn shut down their laptop, a final email came through from a client. “Ok, let me just take a peek at what they need,” they said, “Ah, ok I can respond to that on Monday, no sweat!”
Little did Quinn know their boss Corey, who was copied on the email, had second thoughts. Quinn and Corey have gotten to know each other a little over the last few months. In general, they get along but have different approaches to work.
Corey, you see, is married to their job at ACME Corporation. Always have been since college. Sharp as a tack, Corey takes a lot of pride in going “above and beyond.”
“I have to work harder than anyone else,” is Corey’s daily internal missive. With that comes a sense of imposter syndrome.
And that imposter syndrome has come at a price. Corey’s had some challenges retaining good talent.
“They’re lazy,” Corey tells themselves as person after person has the audacity — in their mind - to set boundaries. “They’re not going to get anywhere if they don’t give 110 percent every day.”
On Monday morning, Quinn opened their email to get going on the week. They had a restful weekend, but the good vibes ended abruptly when Quinn read an email from Corey.
The way Corey wrote it made it sound like it was gospel. An expectation. A rule.
“Hmm, that’s new.” Quinn thought to themselves.
So, what should Quinn and Corey do from here?
First, I recommend Quinn schedule time with Corey to discuss the situation in real time and the genesis of the note from Corey. To minimize the threat of a potential argument between Quinn and Corey, this should be seen as an understanding session positioned less about the feedback and more around customer service. I’d want to know from Corey, “Has the client expressed concerns about email response time? The quality of work? And if so, to what degree has that been communicated?”
Next, if I’m Corey I need to check myself. Being a great leader means your team clearly understands expectations. It also means respecting boundaries. If you’re expecting your team to be available on nights and weekends, there must be a very good reason why. And those expectations should be made known in the hiring process.
Finally, I highly recommend Corey, Quinn, and their immediate workstream design a workplace expectations charter. Through a closed-door session and as a team, design a charter that emphasizes the benefits of an equitable work environment and establishes agreed-upon expectations. This demonstrates clear leadership and empowers employees to care about their well-being, ultimately reducing employee burnout and turnover.
And now for your MollyMoh update! We’ve been able to get into a normal outside routine with the temperature down. She’s ever attached to an orange ball we throw for her!
It’s Day One for Alex at ACME Corporation…plus a MollyMoh update!
“If I leave at 7:45 a.m. tomorrow, I can be in the office by 8:00 a.m. Perfect,” Alex told themselves.
Tomorrow is Day One for Alex at ACME Corporation, one of the companies on their priority “next phase of their career” list.
Alex’s heart rate is elevated ever so slightly asking themselves what they think “business casual” means as they go through the closet of options. “I think this will work,” as they lay out the outfit for tomorrow.
Alex is excited about a new opportunity at a company they’ve admired from afar. Alex believes in the mission, its leadership, and most of all their new manager, Charlie.
The next morning, Alex arrives right on time at the office. A heightened sense of nerves and excitement is felt as Alex takes a deep breath and opens the car door to take the short walk from the parking lot to the front door.
The heart rate calms slightly as Alex sees the same receptionist they met during the interview process. With a warm, calming, and welcoming presence, the receptionist smiles and with that five percent extra burst of excitement says “Welcome, Alex! We’re so excited to have you join.”
After filling out paperwork and a short HR onboarding, Alex was to meet right away with their manager Charlie in the conference room. They had great conversations during the interview process. Alex felt like Charlie would be a great people manager and partner to help Alex grow in their career.
A few minutes later, Alex hears Charlie’s voice: “Alex, so glad you’re here finally!”
After a few minutes of idle chit-chat, Alex notices Charlie isn’t acting quite as they did during the interview process. Charlie is a little more stressed.
“So, Alex,” Charlie starts. “We’re so excited you’re here. We think you’re going to love it here at ACME. I know during the interview process we were going to have you start running our new Helix program. Since you accepted, the team has decided we need your help running our existing Helio program instead. The execs think we need someone already at ACME to kick off Helio, so we’re going to have Jordan, who you met during the interview process, take the lead there.”
The heart is sinking on the inside, but on the outside Alex had to look like a team player, especially on Day One. “I wanted to be here, right?” Alex told themselves in the milliseconds after Charlie’s jaw-dropping update.
“Ok. You know Charlie, I had three job offers. I took this job at ACME because I believed in you and wanted to run Helix.”
Charlie’s head nods slowly in understanding.
“I know. It’s out of my hands, I’m sorry. Don’t worry, you’ll love the Helio program, and maybe in three months, we can see about you spending some time on Helix. Ok? Now, let’s get you settled. We have a 2:00 p.m. meeting today on the Helio program we’d love you to be a part of.”
So, what should Alex do from here?
When we talk about employee culture and well-being, how someone looks at their job in the context of their career is vital.
The first thing Alex should do, and this is the most difficult, is to believe Charlie. This is where a heightened sense of empathy is critical. It’s more likely than not that Charlie genuinely wanted Alex to lead the Helix program, but they were told about the change between hiring and onboarding. Charlie perhaps froze up, didn’t know what to do, or maybe they were told by their executives to not tell Alex.
If I were Charlie, I’d ensure the relationship between Charlie and Alex was strong. With career journeys ever-evolving, it’s important to preserve trust and transparency between a manager and their team for the health of their relationship. Charlie should have been empowered to proactively communicate this to Alex before Alex started Day One so Alex could make the decision that’s best for them.
As a next step, I’d advise Charlie and Alex to have a conversation centered around Alex’s career ambitions with actionable steps to determine if and how ACME can meet those ambitions.
And now for your MollyMoh update! We’ve entered the most fun part of the year for Molly (when it’s not 100 degrees). A time in which she can run and run and run all day and night. The sunshine is out, her water bowl is ever-refilled, and she’s basking in the glow!
Self-Care for the New Manager
Becoming a new people manager is a seminal moment for a PR professional. I remember when I learned I’d be managing someone. It was one part exhilarating and one part scary.
A transition from tactician to one responsible for another person’s professional development is an important responsibility.
The key to a successful manager/employee relationship is taking care of your well-being so you have the energy to ensure that your direct reports feel supported and confident to do their job.
Helping to prevent or minimize work-related stressors by proactively discussing workplace well-being will positively impact your managerial role.
Here are three well-being tips for new people managers.
1. Act like you now have a new job — because you do.
Having a sense of your new role and responsibilities will go a long way to ensuring that your path is successful. Before you start managing people, speak with your direct manager, secure agreement on your priorities going forward and know what should be delegated.
A great manager will guide you on how to make this evolution, which includes feeling comfortable with letting some tasks go to someone else.
Letting go is one of the most challenging parts of being a manager. You can now help someone else learn how to write a media pitch, develop a press list, write the first draft of social media posts and perform other tactics you’ve already mastered.
2. Understand that people will be following your lead.
We often look to our direct managers as a model for how we should function professionally. Your new directs will look at every move you make, including:
Are you sending emails late at night and over weekends?
Are you joining conference calls while on vacation?
Are you even taking a vacation?
Are you scheduling meetings just to schedule meetings?
Modeling the behavior as one who prioritizes their well-being will show your team the right path forward and ultimately help retain your team members who otherwise might burn out and want to leave the company. See this new role as an opportunity to establish a best practice to protect your and your team’s well-being.
3. Ask questions and listen.
Now that you’ve established your role and the boundaries you’ll set, now is the time to have discussions with your new directs. As you’re building relationships, consider asking the following questions:
What would help you maintain your well-being while working?
What work scenarios have been challenging and have impacted your well-being?
How would you like to be supported if you are feeling stress and anxiety?
How have workplace situations caused stress in the past?
How can I best support your well-being?
Finally, one of the most important things I learned in my PR career: Your success is measured by the success of your team. Celebrate great work from your team, share kudos with your leadership, and give your directs opportunities to succeed and shine. Their accomplishments will be rewarded, and you will be rewarded as well.
Establishing these best practices will go a long way to make sure that your well-being — and your team’s well-being — is a priority.
How to Be a New Manager
I recently polled nearly 400 new people managers in the PR profession. When asked if they received formal manager training, I learned that only 17% had, while 83% received informal or zero training.
It’s no wonder why the people manager is the most challenging position in our profession. We don’t know how to be one.
And because we don’t know how to be one, we get overwhelmed and burned out, impacting our well-being and those we manage.
Reflecting on my career, I realized I lacked formal management training. I had great managers to model and follow, but as I examined times that I learned tough lessons, many were due to a lack of education in several areas that I should have learned much earlier.
We need to address proper training of new people managers in a relatable, practical and actionable way so that they can immediately develop into trusted advisors for their clients and teams.
If you’re a new people manager or responsible for helping build a new group of people managers, then please take these three tips to heart.
1. New titles and responsibilities should never come at the cost of your well-being.
Your well-being is always paramount to any updated title or list of responsibilities. Often, we take on new challenges with a positive mindset, which is great until the nights are longer and the weekends are shorter. We feel guilty about taking a vacation, and those back-to-back all-day meetings are more the standard than the exception.
You aren’t helpful to your clients and teams if you’re well-being isn’t at 100%, and most important, it’s not helpful to you either.
2. There are no “soft” skills, only skills.
Often, we think about skills like teamwork, communication and time management as “soft skills.” This is an inaccurate phrase that de-emphasizes the importance of these skills to the well-being of the employee and business. The assumed “traditional” skills like writing, presenting and creating spreadsheets don’t mean anything if you are unhealthy.
We need to simply refer to all these activities as skills and weigh them as crucial as any other skill.
3. We must share and learn from one another.
It’s OK not to have all the answers. Many of us don’t!
Being a leader can be a lonely experience. Even with all the training, it’s nothing if there isn’t an environment where people can learn and share ideas safely.
Find a group of peers — whether they are already in your organization or it’s through other avenues — to formally connect with regularly. Share ideas and be vulnerable. You’ll be surprised how much you’ll hear about others going through the same challenges.
So, ask yourself: Are you in the 17% or 83%? And if you’re in the 83%, then what steps will you take soon?
Return to What?
Every day, I chat with someone about an update to their company’s return to office policy. I typically hear one of three statements:
“We’re supposed to go into the office three days per week, but it’s not enforced.”
“I go into the office, and there’s no one else there. It’s a waste of my time. I spend two hours a day commuting. Why am I here?”
“We all go into the office, but all we do is stare at our computers and work. I don’t even work with anyone in my office!”
And here lies the problem with “return to office.”
We haven’t defined “return” and “office” in the current and future state of work. Business leaders: My call to action is to define these two words for your company and discuss them with your employees before implementing a return-to-office policy.
Let’s take a step back. I talk with a wide range of members of the PR profession — from agency account executives and in-house PR managers to CCOs and agency CEOs.
Learning on the job is a significant issue. New professionals are eager to learn, and business leaders want their employees to learn faster.
The value of learning from others in an in-person environment is immeasurable. The problem, however, is twofold:
Employees have made significant adjustments to their personal life while working full-time from home, from moving to another city to childcare. According to research from HR software company Gusto, “48% of workers said that the ability to work from home some or all of the time would be a major or the most important factor in determining whether to accept a job offer in the future.” Companies, are you listening?
When companies send out corporatewide policies saying, “We need everyone in three times per week,” they haven’t explained why and how it will be a different (and positive) employee experience.
Every company needs to be able to answer two questions:
How are we defining ‘return?’
Be as specific as possible. “Come in twice per week” does little for your employees. What activities are we prioritizing for our employees while in the office? If your team comes into the office and all they do is sit at their desk conducting video calls, then that’s not a great use of their time.
Get granular if you want your team to come in twice per week. One example: “From 10 a.m.-3 p.m. on Tuesdays and Thursdays, please be in the office to discuss news trends, conduct brainstorms and host actionable in-person meetings with your teams. Otherwise, continue working from home for the rest of the week.”
What activities should employees prioritize at home?
Save your meetings and brainstorming sessions to in-person discussions and spend time at home on your day-to-day heads down activities — writing, pitching, planning, research, and other activities requiring focus and concentration. Please encourage your teams to set boundaries while at home.
Another issue I hear is that because it’s easier to start working, people working from home are working longer hours, which causes burnout. Set boundaries with your team and stick with them, especially on nights and weekends.
In short:
When in the office, prioritize learning and leadership time.
When at home, prioritize deadlines and to-do lists.
Finally, listen to your employees. Conduct quantitative and qualitative research before implementing a policy. It will save you and your employees time and money.
The faster we can answer, “Return to what?” the better it is for companies and the well-being of their employees.
What Is Your Team Charter?
I love springtime. After a long winter, it’s a welcome to bring on the fresh smells, crisp rain, bright flowers and a renewed enthusiasm.
It’s also a great time to look at a special kind of plan I want you to consider developing.
I was recently chatting with a communications director for a global company. They’re building a brand-new team and asked for my thoughts on best practices to keep up team morale. They’re concerned about their team burning out, and they want to do what they can to ensure they are showing their team that they are prioritizing their well-being.
I recommended to them, and you, to develop a workplace wellness charter.
If you’re a team of one or a team of 10, you need a set of norms that help set boundaries around work expectations. Such a charter is a short document and shouldn’t be more than one page.
Some of you might be thinking, “Mark, you’re crazy. There’s no way I can set guardrails around my work. I’m needed 24/7!”
I disagree. I’m challenging you to establish agreed-upon expectations with your teams. Getting buy-in from your teams will show leadership, demonstrate that you care about their well-being, and ultimately could see a reduction in employee turnover which will positively impact your firm, consultancy or company.
Things that should be included in such a charter are:
Define work hours.
When I started my career, I received permission from my manager to work from 7:30 a.m. to 4:30 p.m. Pacific Time, so I could contact media on the East Coast before their deadlines and beat the afternoon traffic when commuting home.
What are the “core” business hours of your company? When is your team expected to be available? Is it 9-11 a.m. and 1-4 p.m., for example, and other times are flexible so team members can make personal arrangements? What are the expectations for working on nights and weekends? Our profession isn’t 9-5, but I’ve witnessed a lot of people burn out because they believe they’re supposed to be available all day, every day. Is that true? Discuss this with your team.
Establish core business days.
I have written and spoken about how we, as PR professionals, are not taking our paid time off. Set guidelines that empower you and your teams to take time off. This isn’t just for in-house and agency teams. Consultants: Consider including your bill of working rights with your clients.
Have actionable backup plans.
How is your team ensuring that their established schedules and boundaries will be respected? How is your team cross-trained and equipped to effectively back each other up when taking much-deserved time off? How does your team know that their manager will go to bat to ensure time off and boundaries are being respected outside of the team?
Schedule time on a routine basis to ensure that your team is prepared to cover, not just in the case of emergency, but also so your team can take a guilt-free and well-deserved vacation!
Set a purpose for scheduling and running meetings.
We are in too many meetings. Many of them are essential; however, too many are nonessential or poorly run. What is your team’s decision process for scheduling, deciding who attends, their role, and preparing them for a successful, strategic, and actionable meeting? Documenting that for your team will go a long way to helping your colleagues reduce burnout.
Use this charter when onboarding new team members and in the interview process. Are you interviewing prospective candidates? Show them you are thinking about their well-being from day one by showing them this charter.
I’m not asking you to become an HR manager and set formal policies. Make sure that anything that is set up is per your company’s HR policies. All this said, having a plan in place will improve morale and set yourself and your team up for personal and professional success.
Leading by Example
Regardless of what stage you’re in your career, know that you are the future of the PR profession.
People look up to us to set an example. They look at every move we make. They analyze every email we send, how we lead meetings, and overall, how we conduct ourselves and treat others.
While we don’t know exactly how our work environment will evolve over the next year or decade, one thing will always be consistent: our need to be mentally and physically fit to lead.
Staying fit is essential to have the energy to build trust and rapport with your teams, which will increase respect, understanding, communication, and ultimately acting as trusted advisers to help your organizations meet their business objectives.
Staying connected with your employees will boost morale. It will help bring a human side to you and ultimately help grow those professionals to see you as the people they want to become.
Here are my three recommendations on how to do so.
1. Analyze how you’re engaging with your teams and adjust as needed.
Often, we revert to all-staff meetings in which we stand in front of a podium (virtual or physical) and deliver remarks.
As we evolve in this new era, identify ways to connect with your teams beyond one-to-many engagements. Ask your teams regularly to what degree they feel connected with you and each other.
2. Show your team how you’re staying mentally and physically fit and making yourself a priority.
If you’re a leader today, it wasn’t because of luck — it was in part because you’ve understood how to prioritize your mental and physical health.
Many of you have established nutrition, mindfulness and physical health habits. Whether it’s going to yoga, using an at-home spin bike, hiring a personal trainer or nutritionist, many of you are investing in yourself. Share those stories with your team. Talk with your team about how you prioritize your health and wellness, especially if you’re using your company’s benefits in doing so.
3. Open up.
As many professionals are examining their personal and professional lives in the post-pandemic era, this is an opportunity to reconnect with your teams, show your vulnerable side and empower your team and give them the time to do so.
Doing so will lead them to understand how important they are to you and ultimately show them how to treat their teams when they become managers and executives.
And ideally, you’re spending time with them in a way that positively impacts mental and physical health. Virtual walk and talk meetings are a great way to stay active with your team.
Think about how you prioritize yourself to grow in your career, then pass that message along to your teams, and empower them to do the same.
Strong in the Body Equals Strong in the Mind
The amount of wellness marketing we receive at the start of every year focuses greatly on cardio and diet. As you wake up in February and look for more inspiration to help your mind and body, I want you to consider something different: strength training.
A consistent strength training regimen is essential to keep our bones healthier and our joints stronger. My sleep quality improves at least 30% when I do consistent strength training in the morning. My mood is better. My focus is sharper.
And these are just the short-term benefits.
Researchers have found a 10 to 20% reduction in the risk of early death from all causes — and from cancer and heart disease specifically — occurred when people did approximately 30 to 60 minutes of muscle-building workouts per week.
If you’re interested in some ideas to incorporate strength training for minutes a day, then there are three things I encourage you to buy. As a collective, these items can cost under $100. And yet, when used consistently, it will give you priceless benefits to your health.
• The first is a weighted jump rope.
Jump ropes are tremendous cardiovascular tools, and when combined with weights, they are incredibly powerful. Starting with a one-pound weighted jump rope — which is a lot heavier than you may think — will do wonders for your arms and core.
If you’re a frequent traveler, then there are even ropeless weighted jump rope options to pack in your luggage and use in your hotel room or gym.
• The second is a weighted vest.
These are wonderful, low-impact options to help burn more calories by adding resistance. As we head into springtime soon, use a weighted vest while working from home during your walk-and-talk calls!
These vests come in various colors and sizes and have scalable weight options. Ensure you’re adjusting the vest and feel comfortable wearing one before long walks.
• The third is a kettlebell.
Kettlebells are magical devices for the best all-around strength and cardio workout. Ten to 15 minutes with a kettlebell two to three times weekly will work wonders for you. Kettlebells also come in various weight sizes and colors, so start with lower weight and adjust as needed; there are even kettlebells with adjustable weights.
I highly recommend speaking with a certified kettlebell coach who can help you with the proper form and technique.
And, again, if you’re a frequent traveler, sometimes hotel gyms don’t have kettlebells. Don’t fear! You can purchase attachments to pack so you can use regular dumbbells as kettlebells.
Before starting any strength training program, please ensure that you use the proper form and techniques. Find a local personal trainer or resource online to learn how to use these products. Ensure that you’re spending at least 5 to 10 minutes per exercise to properly warm up and cool down. Also, make sure that you boost your protein intake to repair your muscles faster.
Finally, when starting your strength training, give yourself a few days to overcome those early-onset aches and pains. Your muscles are waking up and it will take some time to recover. They will!
In no time, you will not only see the changes to your mood and sleep, but you will also notice that you feel better in your clothes.
Please let me know what steps you’re taking in your physical health journey!