Despite the joys of today’s knowledge economy, we still have our off days don’t we, the days when we aren’t firing on all cylinders.
Back in the industrial age, we might slow down a bit at doing mechanical tasks, fetch a little more slowly and carry a little less, and that would be OK, we’d still be contributing valuable labour to the business.
But today when our work isn’t physical, and doesn’t involve creating widgets, what can we do on an off day? A day when we’re feeling under the weather and not able to concentrate can be a real problem – in can wipe out any value that we might achieve – unless…
David Allen’s GTD (Getting things done) says that in the information economy, you need to be able to switch tasks fast and respond to change, if you find yourself having to think about what to do next, given a certain amount of time in a certain place then you will waste way too much time, you need to have “already thought” and move straight to the next thing that suits the circumstance.
It’s easy to focus on high value, big ticket items, but on days like today (yes, I am suffering with a summer cold and feeling a bit miserable) once again, if we’ve “already thought” about something that needs to be done that’s not too mentally taxing but requires care and a fair chunk of time, and the day can still be a useful one.
My wife calls these “photocopying days”, and whilst even the photocopier mechanical whirr is somewhat a thing of the past in my office, the scanner has been getting a workout today as I catch up on admin and filing. It means today wasn’t a write-off, and I can begin tomorrow with a little more clear space in my brain.
Now to find that seventh box of tissues…
So much of the time in business we feel the need to try and be the perfect team-mate, the perfect employee, the perfect boss. But of course that’s not very achievable. Is it better to be a character – to be remarkable and inspiring to others even with (because of) our flaws?
Yesterday I had the great honour of sharing some thoughts at hubbub’s third birthday party and I realised that the key characters in that team were indeed inspiring and remarkable and bore a striking resemblance to their alter-egos (even moreso than the physical resemblance which is shown below).
How much fun, and how rewarding is it to identify with remarkable characters as a way to help us lead others to great things?
Great feature last week on BBC Radio 4’s Money Box Live about small businesses in general and with a discussion around “getting paid” in particular. I was left wondering why some large businesses insist on very long credit terms from small businesses whereas others acknowledge the reality of working in a small business.
Leaving aside the dubious legality of deliberately paying late in breach of terms (and this from companies that use “fair trade” logos as a part of their business), I wonder if this tells us something about the companies in question. If Fujitsu can deliver its margins and maintain its balance sheet whilst paying everyone on time, why should other companies which won’t (or can’t) claim the same numbers. It’s a fair assumption that given free credit, many businesses would be performing better than they currently are, so businesses that pay late are telling us not only that they’re prepared to break their obligations to others, but also their own success is partly dependent on this bad practice.
For the full programme: http://www.bbc.co.uk/programmes/b047zrks
“It must be great to be your own boss you can just… [insert flight of fancy]”
Over many years of running my own business, it’s been one of the most common things people have said when they find out that I decided to set up on my own.
Of course in a way they’re right. As our cousins across the pond know, and are celebrating today, there are many reasons why shaking off the mantle of “having someone telling you what to do” can be a welcome relief, and bring a great sense of freedom.
But every entrepreneur needs to know that the downside of not having anyone to tell you what to do is … well … there’s no-one there to tell you what to do. And that freedom, can be the freedom to get things very wrong indeed.
Of course, having a boss isn’t really that different from running your own show: whilst there’s no “one” person there telling you want to do, your responsibilities and opportunities are right there for you to see: Which sales lead to call? No-one to ask about that, so it’s your responsibility to decide. Which project needs your attention most urgently? No-one to assess and determine that but you. Which team member most needs your time and care? Only you can figure that out.
So does not having a boss simply mean that you’re more exposed to all those asks, all those responsibilities? Why take that on if there’s the opportunity to line up a “boss” to sort through the “to do” list for you and tidy things up?
For me it comes down to how I see the world. I am responsible for deciding what’s important – what I care about – what I’ll do next and what will be left un-done. I always value the input of others, but I’m responsible for my life, so I don’t need a boss to make those decisions for me.
If you run your own business, perhaps you feel the same way?