Work Should Be Fun!

Do you crave perfection? Does every little flaw drive you crazy? Do you work and work and work to put the final touches on a creation long after the point when most people would have moved on? Do you expect perfection not only from yourself, but also from others around you?

 

As an engineer by training, I was taught to believe that perfection is attainable. Not just attainable, but expected. In some areas of my life and work, this has been a good thing. In others, it’s just plain annoying. Or, so I’ve been told.

Several years ago, I had LASIK to correct my vision. And I expected perfection.

LASIK is not perfect. Read the fine print and listen to the ads carefully. What they actually promise is, “a reduced dependency on eye glasses and contacts.”  Claims of perfect vision are only made with a subtle disclaimer, as in, “Many patients experience 20/20 vision…”

My optometrist wishes I had paid better attention to those qualifying statements because I have been driving him crazy since having the procedure 8 years ago. (He didn’t do the procedure, but he did refer me to the place that did.)

It’s not that my procedure was botched. I do have “a reduced dependency on eye glasses or contacts.” Legally, I’m even allowed to drive without glasses. How I passed that vision exam, I’m not sure. There was much squinting involved.

During my most recent exam, I told my optometrist that things had become much better lately. Not because my vision was any better. But, rather, because I adjusted my attitude, my expectations.

He said I had achieved, “20/Good enough.”

Isn’t that the way it should be in many cases? Yes, striving for perfection is laudable. But, having the expectation of actually achieving it is a sure path to insanity. Insisting on perfection is rarely justified.

Consider the task at hand. Strive for perfection. Remember to step back once in a while and recognize when you have achieved “20/Good enough.”

 

What’s on the top of your, “Why don’t I do that?” list?  You know you have one. That list of things that if you could just be more consistent in their execution, you would see positive results and relish the benefits. Yet, for some reason, you struggle to do it.

A few obvious examples that are on many people’s list include exercise and eating right. But, since this is the Work Should Be Fun! blog, let’s focus on work tasks.

Here’s the item that has long held the top spot on my list, far exceeding all others: Cold calling. It’s not that I don’t enjoy talking with new people – I do. It’s not that I have any doubts about the product I’m selling – I don’t. The problem boils down to one thing. I don’t want to be “that guy.”  Having been a decision-maker in the corporate world, I was often on the receiving end of relentless cold calls. Out of every 100 calls, only 1 or 2 were of any interest. The rest were pure annoyances. I really don’t want to be “that guy.”

It has taken a lot of soul searching to uncover this underlying reason for my reluctance. Now that I understand it, I can take steps to address it. I can work to do this task in a way that will reduce the likelihood of being “that guy.”

But, first, I needed to understand the core issue causing my reluctance.

What is at the top of your list? More importantly, why? What is it about the task that is holding you back? What can you do about it? How can you approach the task differently so that your resistance is reduced?

Good luck in your quest. Now if you’ll excuse me, I have phone calls to make.

 

“A goal without action is just a dream.”

Well, count me among the dreamers.

I’ve had lots of dreams over the years. Great ideas that I never took action to bring to life. Or didn’t act fast enough and saw others put them into practice. Here are a few of the ideas I’ve had, all of which now exist:

• Color score board for baseball and football stadiums. Now they’re even in HD!
• Automatic equalizer for professional sound systems.
• Automatic feedback suppressor – an extension of the automatic equalizer.
• Solar-powered roof exhaust fan.

Some days I pine away for these dreams, wishing I had done something to bring them to life. “If only …”

Other days, I look back at these dreams, see the way others have implemented them and feel good that my dreams have been validated. Seeing that these devices exist gives me a sense of satisfaction, even if I was not the one who made the dreams come true.

As my career moved from software engineer to manager to director, more and more of my job became that of enabling others to bring the dreams to life. Over time, I came to enjoy the role of enabler at least as much as I ever enjoyed that of doer.

Many times, sharing my dreams, my vision, with my staff was the spark they needed to take a project in a totally new direction, adding their ideas as well, and the project was better because of it.

Yes, we need goals. Yes, we need action plans. But, we also need dreams – those images of a better world that seem so far out there that we can’t yet fathom the path to get there.

Share your dreams. Celebrate when they come to life, regardless of who makes it happen.

When was the last time you sat in the dunk tank, challenged your staff to a jousting match, or jumped onto a Velcro wall?  How long has it been since you encouraged others to laugh – at you?

As I write this, it is April Fool’s Day. When is the last time you willingly played the fool?

If you are a boss, a leader of people, this is an important skill that seems to be lacking from most management courses.

In my work as an entertainer, I’ve seen all kinds of environments. The single biggest differentiating factor I have observed is the attitude of the boss. I have observed an incredibly consistent correlation between a workforce that is eager to go back to work the next day, people who enjoy their jobs, and the willingness of the boss to laugh at himself (or herself).

If you’ve ever seen my show, you know that I end with the PeoplePuppets routine. This is where I bring two people on stage and turn them into ventriloquist puppets. It is always a huge hit.

For corporate events, I prefer to use the boss and one other person. The people who hire me know this. Sometimes, the event organizers will specifically ask me NOT to use the boss. These same clients make it a point to ask that I not pick on the boss in any way during the show.  Other clients are exactly the opposite. They give me all kinds of insider information about the boss to use as fodder for comedy and encourage me to use as much of it as possible.

Even without this direct input from the event organizers, it is amazing how obvious the culture of the organization is to an outsider (like myself) attending a company function. When the boss is a fun-loving individual who is able to laugh at himself, the rest of the attendees tend to have a lot more fun. Even more, they speak about their work in an excited, engaged way.

When the boss is a no-nonsense, never let their guard down, must keep up appearances at all times type of person, these events tend to be stiff, formal (regardless of dress code), and obligatory. You’d be amazed at some of the comments I have overheard from staff in the restroom, or walking by small groups.

The other casual observation I have made is that, especially for small businesses, the companies with the fun-loving bosses are growing like crazy, barely able to keep up with their success. Meanwhile, for those with the stern, don’t you ever make me look foolish bosses, the success levels have been significantly less consistent.

Play the fool. Be the first to go into the dunk tank. Lead by example that Work Should Be Fun!

 

Which do you prefer? Fire hose, squirt guns or tides?

You’ve heard the term, “Drinking from the firehose.” Some work environments are like this. There are only two modes: on and off. You tend to work on a small number of projects at a time. When they start, they start hard and fast. Each project is significant on its own. They have a clear beginning and end. When you complete a project, there is a tangible relief.

Other environments are more like what I refer to as being drowned by a million squirt guns. It’s a constant deluge from lots of different sources. Any one of these sources is minor. But, you add them all together and you feel like you are drowning. You can finish one or two, or even ten or twenty, but there are still so many others vying for your time that there is no relief, ever.

Still other environments are more tidal in nature. They are somewhat predictable. They ebb and flow. Projects have slow starts and slow endings. At their peak, the projects are all-consuming and you may feel like you are under water. After the project ends, there is a lull and you get to catch your breath. You may even become bored. But, you know another wave is coming.

Different people prefer different models. No one model is better. However, it is important to match the working styles of the staff to the environment.

As an employer, be sure you understand which model describes your environment and seek to hire staff who fit. Also, consider whether this is the model you desire. If not, what can you do to address it?

As a job seeker, know which of these models you prefer and ask questions in the interview process to identify the environment you are considering. If it’s not your preferred model, can you adapt?

Fire hose, squirt guns, or tides? You decide.

 

Why do you do what you do?

Before you answer, consider this:  If you stopped doing it, who would care?

The first answer most of us give to the “why” question is all about us. To get paid. Because I enjoy it. Yada, yada, yada.  Me, me, me.

The second question forces us to put what we do in terms of our customers, those who receive the benefit of the output of our work.

Most of us, when thinking about our jobs, think solely in terms of ourselves – what’s in it for us. How much we get paid, what benefits we receive, vacation time, how this prepares us for the next step in our careers, etc.

Amazing things happen when we flip this around, when we train ourselves to think in terms of what others receive by virtue of the work that we do.  I have first hand experience with this transition in thinking. It has a powerful impact on how I go about my work. It causes a very real attitude shift. And there are times when I need to be reminded.

Sometimes it is difficult to realize the true benefits provided by our work. That’s where the second question really helps. If you stopped doing what you do, who would notice? Who would care?

Still having trouble? Listen to your customers.

After a recent performance, a gentleman came up to me and said, “Never stop doing what you do.” I told him I had no intention of quitting. He persisted. He said, “We all need to laugh. We don’t get to do it enough. You made me laugh. Never stop doing this.”

On those days when the business aspects of doing what I do get me down and feel like a chore, it helps to remember that people need what I do. This is not about me. This is about giving what I have been put here to give.

Why are you here? Who needs you to do whatever it is that you do?

Find your WHY, and never stop doing it.

 

Have you ever experienced a delayed flight due to an issue with the aircraft? If you’ve spent any time at all traveling by air, chances are good that the answer is, “yes.”

One of the delays I experienced was for a problem with the landing gear indicator lights. It turns out that airplanes have indicator lights to tell the pilot that the landing gear is down and locked, ready for landing. I hadn’t been aware of that before.  And it got me thinking.

Most of us are familiar with the lights on car dashboards. Car dashboard lights indicate a problem. They are warning lights. The expected behavior is for all lights to be off.

Airplanes are different. Cockpit dashboards are full of positive indicator lights. What you want to see here are lights that are all on.

In my experience, most of us operate under the car dashboard model when providing feedback to others. We only signal when there is a problem.

Meanwhile, most of us have a pilot’s mind set in our desire for feedback from others. We crave positive acknowledgement. Not praise, necessarily, simply acknowledgement that we are headed in the right direction.

It’s amazing how much impact simple positive acknowledgement can have on a relationship, especially when done consistently.

It doesn’t take much. A simple, “Thank you.”  A little head nod.  Maybe a quick, “Exactly what I was looking for.”

But, it does require effort. We have been trained by our cars to speak up only when there is a problem. Don’t wait until it’s time to turn on the check engine light.  Train yourself to acknowledge the landing gear is down and locked. All systems, “GO.”

 

Ever have one of those days when you just can’t seem to get things started? You sit there feeling overwhelmed by the mental to-do list. And yet, for some reason, you can’t move. You feel stuck. Paralyzed.

Here’s a thought. Do one thing. Just one thing. Anything.

Pick off the smallest, easiest item on your to-do list and act on it. Keep it small. Keep it light. Allow yourself to do it poorly. It doesn’t matter. The key is to do it.

Done? Good. Take a brief moment to congratulate yourself.

Now pick the next item. Act on it.

Feels good, doesn’t it?  You’re moving. Momentum is building. Ride it. Enjoy it. Keep going.

Before you know it, you’re back in full swing and moving ahead. All it took was that one small step of picking one item and doing it.

What will you do now to get things moving? Do it.

 

Do you allow people to knock you down? Do you allow the words of others to derail you from your dreams?

Practice this phrase: Talk to the hand.

As a ventriloquist, I talk to the hand on a regular basis. But, that’s not what I’m talking about here.

I’m talking about walking away from destructive situations.

Is somebody saying something hurtful to you? Walk away. Pick up your toys and leave. You don’t need to make a fuss. Just stand up, gather your things, and walk away.

Why don’t we do this more often? Why do we stick around in situations that make us uncomfortable? Learn to walk away.

Being uncomfortable can be a good thing. It is often through discomfort that we grow. That’s not the kind of discomfort I am talking about.

There is good pain – the kind that helps us develop and grow.

And there is bad pain – the kind that tears us down.

Our job is to recognize the difference. And when it is the bad kind, take action. Raise the arm out straight, hand pointing upward. Refuse to listen any longer.  Walk away.

Talk to the hand.

Ever get frustrated while trying to do something new? Yeah, me too.

Give yourself a break. It takes time.

One of my favorite parts of the movie “The Matrix” is how they download new skills to their brains. Need to fly a military helicopter? No problem! Just wait 10 seconds for the program to load. Jujitsu? Done.

Oh, if only it were that easy.

I think most of us can accept this concept when it is a physical skill. Sports are a good example. Most of us realize that it will take time for our bodies to develop the muscle memory required to swing a baseball bat, or a golf club, or a tennis racket.

But, when it comes to developing new mental skills or instituting behavioral changes, we somehow expect ourselves to be transformed overnight.

Just like learning to play a musical instrument, or a new sport, it takes time for our minds and our bodies to form the muscles and muscle memory to execute the fundamentals. Likewise, practice and repetition are the keys to ingraining these new skills.

So, keep practicing. Measure your progress. And give yourself the necessary time.