Rethinking your worth
We’re a society of objective numbers. Your doctor measures your health by numerical data. Banks give you a better interest rate based on your credit score, two more numbers that tell us about ourselves. A lot of people look at their income as a measure of their success, but I’d like to offer a different take. The amount of money you make doesn’t necessarily translate into your self-worth.
After all, even Marvel Comics once filed bankruptcy, and look at where they are today. Ask ten of your friends if they believe they’re making what they’re worth, and I would guess at least eight of them will tell you they’re not. Does this make them bad people? Does it change what they’re worth? Salary is a number, but it’s not the measure of your self-worth.
Chase your goals, not a salary
Recently, I had the opportunity to meet a prison chaplain who is highly regarded in my state. She’s been with the Department of Justice for 20 years. I know she’s dedicated because she told us that she was bringing home $500 less per month today than when she started, and she has a master’s degree now that she didn’t have when she started.
I’m pretty sure there have been years when she didn’t get a cost-of-living raise from the state, and I know that the cost of insurance for state employees is much higher today than it was two decades ago. And from what I gather, she’s probably in a position with more authority and responsibility than when she started.
The woman I met was confident and professional. When she spoke about her job, it was positive and enthusiastic. The inmates were real people to her. I never got the impression that she was discouraged by her salary (or lack thereof). During the six-hour training, she really made an impact on me.
She was doing what she loved and was called to do. She wasn’t chasing the dollar signs, but her own goals. I saw someone who didn’t base her own self-worth on what she brought home.
What are your goals?
Maybe your goal is a large salary. Go for it. There’s no denying that money makes things happen. But don’t let your income be the measure of your self-worth. Your end-of-year income is a number that is simply what your job is paying you.
Whether you work in the private or public industry, getting a raise isn’t going to make you more worthy and not getting a raise doesn’t mean that you aren’t a good person. You’re a good person because of your character and work ethic, because you treat others with respect, and because you are kind and generous. We’d all like to have that salary we think we should be making, but don’t let it change who you are if you don’t make the big bucks.
Serial procrastinator? Check your mental energy, not time management
(EDITORIAL) Need a hack for your time management? Try focusing on your mental energy management.
Your author has a confession to make; as a “type B” personality who has always struggled with procrastination, I am endlessly fascinated by the topic of productivity and “hacking your time.”
I’ve tried most of the tricks you’ve read about, with varying degrees of success.
Recently, publishers like BBC have begun to approach productivity from a different perspective; rather than packing days full of to-do items as a way to maximize time, the key is to maximize your mental energy through a different brand of time management.
So, why doesn’t time management work?
For starters, not all work time is quality time by nature. According to a study published at ScienceDirect, your average worker is interrupted 87 times a day on the job. For an 8-hour day, that’s almost 11 times per hour. No wonder it’s so hard to stay focused!
Second, time management implies a need to fill time in order to maximize it.
It’s the difference between “being busy” and “being productive.”
It also doesn’t impress your boss; a Boston University study concluded that “managers could not tell the difference between employees who actually worked 80 hours a week and those who just pretended to.” By contrast, managing your energy lets you maximize your time based on how it fits with your mental state.
Now, how do you manage your energy?
First, understand and protect the time that should actually go into deep, focused work. Studies continually show that just a few hours of focused worked yield the greatest results; try to put in longer hours behind that, and you’ll see diminishing returns. There’s a couple ways you can accomplish this.
You can block off time in your day dedicated to focused work, and guard the time as if it were a meeting. You could also physically retreat to a private space in order to work on a task.
Building in flexibility is another key to managing your energy. The BBC article references a 1980s study that divided students into two groups; one group planned out monthly goals, while the other group planned out daily goals and activities. The study found the monthly planners accomplished more of their goals, because the students focusing on detailed daily plans often found them foiled by the unexpected.
Moral of the story?
Don’t lock in your schedule too tightly; leave space for the unexpected.
Finally, you should consider making time for rest, a fact reiterated often by the BBC article. You’ve probably heard the advice before that taking 17 minute breaks for every 52 minutes worked is important, and studies continue to show that it is. However, rest also includes taking the time to turn your brain off of work mode entirely.
The BBC article quotes associated professor of psychiatry Srini Pillay as saying that, “[people] need to use both the focus ad unfocus circuits in the brain,” in order to be fully productive. High achievers like Serena Williams, Warren Buffet and Bill Gates build this into their mentality and their practice.
Embracing rest and unfocused thinking may be key to “embracing the slumps,” as the BBC article puts it.
In conclusion, by leaving some flexibility in your schedule and listening to your body and mind, you can better tailor your day to your mental state and match your brainpower to the appropriate task. As someone who is tempted to keep a busy to-do list myself, I am excited to reevaluate and improve my own approach. Maybe you should revisit your own systems as well.
6 skills humans have that AI doesn’t… yet
(OPINION / EDITORIAL) It’s not unreasonable to be concerned about the growing power and skill of AI, but here are a few skills where we have the upper hand.
AI is taking over the workforce as we know it. Burgers are already being flipped by robotic arms (and being flipped better), and it’s only a matter of time before commercial trucks and cars will be driven by robots (and, probably, be driven better).
It may feel unnerving to think about the shrinking number of job possibilities for future humans – what jobs will be around for humans when AI can do almost everything better than we can?
To our relief (exhale!), there are a few select skills that humans will (hopefully) always be better at than AI. The strengths that we have over AI fall into 3 general categories: Ability to convey emotion, management over others, and creativity.
Let’s break it down: Here are 6 skills that we as humans should be focusing on right now.
Our ability to undertake non-verbal communication
What does this mean for humans? We need to develop our ability to understand and communicate body language, knowing looks, and other non-verbal cues. Additionally, we need to refine our ability to make others feel warm and heard – if you work in the hospitality industry, mastering these abilities will give you an edge over the AI technologies that might replace you.
Our ability to show deep empathy to customers
Unlike AI, we share experiences with other humans and can therefore show empathy to customers. Never underestimate how powerful your deep understanding of being human will be when you’re pitted against a robot for a job. It might just be the thing that gives you a cutting edge.
Our ability to undertake growth management
As of this moment, humans are superior to AI when it comes to managing others. We are able to support organization members in developing their skillsets and, due to our coaching ability, we are able to help others to grow professionally. Take that, AI!
Our ability to employ mind management
What this essentially means is that we can support others. Humans have counseling skills, which means we are able to help someone in distress, whether that stems from interpersonal relationships or professional problems. Can you imagine an AI therapist?
Our ability to perform collective intelligence management
Human creativity, especially as it relates to putting individual ideas together to form an innovative new one, gives us a leg up when competing against AI. Humans are able to foster group thought, to manage and channel it, to create something bigger and better than what existed before. Like, when we created AI in the first place.
Our ability to realize new ideas in an organization
Think: Elevator pitch. Humans are masters of marketing new ideas and are completely in-tune with how to propose new concepts to an organization because, you guessed it, we too are human. If the manager remains human in the future (fingers crossed!), then we know what to say to them to best sell our point of view.
Using what we know, it’s essential for almost all of us to retrain for an AI-driven economy that is most likely just a few years away. My advice for my fellow humans? Develop the parts of you that make you human. Practice eye contact and listening. Think about big pictures and the best way to manage others. Sharpen your mind with practicing creative processes. And do stay up to date with current trends in AI tech. Sooner or later, these babies are bound to be your co-workers.
Your business model doesn’t have to be a unicorn or a camel to succeed
(OPINION / EDITORIAL) It’s not unusual for people to suggest a new business model analogy, but this latest “camel” suggestion isn’t new or helpful.
This year in 2020 I’ve seen a great deal of unique takes on how our system works. From 45 all the way down to children instructing adults on how to wear masks properly. However, after reading this new article published by the Harvard Business Review, I don’t think I’ve ever seen something so out of touch with the rest of the business world. Here’s a brief synopsis on this article on business model.
The author has decided that now of all times it’s drastically important for startups and entrepreneurs to switch their business tactics. Changing from a heavy front-end investment or “startups worth over a billion dollars” colloquially called “Unicorns” to a more financially reserved business model. One he has tried to coin as the “Camel”, using references to the animal’s ability to survive “long periods of time without sustenance, withstand the scorching desert heat, and adapt to extreme variations in climate.”
The author then goes on to outline best practices for this new business plan: “Balance instead of burn”, “Camels are built for the long haul”, “Breadth and depth for resilience”.
Now I will admit that he’s not wrong on his take. It’s a well thought-out adjustment to a very short-term solution. You want to know why I’m sure of that? Because people figured this out decades ago.
The only place that a “Unicorn” system worked was in something like the Silicon Valley software companies. Where people can start with their billions of dollars and expect “blitzscaling” (a rapid building-up tactic) to actually succeed. The rest of the world knows that a slow and resilient pace is better suited for long term investments and growth. This ‘new’ business realization is almost as outdated as the 2000 Olympics.
The other reason I’m not thrilled with this analogy is that they’ve chosen an animal that doesn’t really work well. Camels are temperamental creatures that actually need a great deal of sustenance to survive those conditions they’ve mentioned. It’s water that they don’t need for long periods, once they stock up. They have to have many other resources up front to survive those harsh conditions the article writer mentioned. So by this analogy, it’s not that different than Silicon Valley’s strongly backed “startups.”
If he wanted to actually use the correct animal for this analogy, then he should call it a tortoise business plan. Actually, any type of reptile or shark would work. It would probably be a better comparison in temperament as well, if we’re talking ‘slow and steady wins the race.’ Whatever you do, consider your angle, and settle in for the long haul.
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