oliver burkeman – Workplace Navigator

I recently read Oliver Burkeman’s “4000 Weeks”. It’s a humbling book. Perhaps a hamster wheel stopper. The title derives itself from the number of weeks the average person has in their life (if you live to 76). Gulp. At sixty years old, I’ve got less than 1000 weeks left. It’s made me take stock. It shines a light on all the striving I’ve done in my life, the next raise, project, bonus check, prom, graduation, wedding, house, promotion, boyfriend, training, client. It’s an endless path full of hurdles that I keep trying to get past; and the more “efficient” I get at it, the more projects, tasks and duties seem to come down the pike. I so rarely, if ever, just coast.

I remember biking the Virginia Creeper Trail a few years ago. Most of the riding of the seventeen plus mile trail, is just coasting. It’s wonderful gliding through the autumnal trees with a meandering river below or beside. It’s mostly effortless and I was able to get back into the moment of the sheer joy of gliding through the air. That’s the feeling I want for my last 1000 weeks. Coasting.

Here are some tips on learning to coast:

Find the awe. I try and snapshot moments in my life. Singing hallelujah at the vespers concert in Duke Chapel, a single dancer pantomiming a scream and some 30 dancers falling down like dominos in unison at a Spring Dance recital at the School of the Arts. Or the sweet smell of honeysuckle on a sunrise walk with my dog, the mainsail filling and the sailboat starting to heel on Jordan Lake with a bluebird sky, 83 year old Lena Mae Perry’s electrifying voice singing, “Oh Lord, come by me” at a mesmerizing Stay Prayed Up performance, and the grimace, shiver and might of my son lifting a personal best 176 kg over his head at the Queen City Classic. As Burkeman wrote, “The world is bursting with wonder, and yet it’s the rare productivity guru who seems to have considered the possibility that the ultimate point of all our frenetic doing might be to experience more of that wonder.” I’m trying to pay attention to the awe and wonder.
Be curious. Curiosity is the antidote to fear. Being curious and fearful turn on the same reactions in the body, it’s just that reframing it as curiosity helps your mind repackage it. So instead of your prefrontal cortex shutting down to run for it, it opens your mind to take in the experience. It’s like reading a signal from your body in a different manner, a different language. As Burkeman espoused, “choosing curiosity (wondering what might happen next) over worry (hoping that a certain specific thing will happen next, and fearing it might not) whenever you can.” I’m trying to stay curious.
Let time use you. This is complete blasphemy to my uber scheduled life of routines, appointments and structure. On the surface, it feels like letting go of the wheel while driving down interstate 40 at 70 miles per hour. As written by Burkeman, “There is an alternative: the unfashionable but powerful notion of letting time use you, approaching life not as an opportunity to implement your predetermined plans for success but as a matter of responding to the needs of your place and your moment in history.” It’s a matter of response and flexibility. Let things unfold and find the gift in the unfolding. The traffic jam, being put on hold, the long line at check-out, here is an opportunity to let time use you.
Find what counts. “Follow your gift, not your passion” wrote Steve Harvey. This reframe has been very beneficial to me. I spent a lot of time trying to find “my passion”. Knowing my gifts is so much more obvious. I write well, I’m a phenomenal coach, I’m a good mom and I’m a great cook. There. Now all I have to do is use my gifts. There lies my passion. As Burkeman wrote, “Once you no longer need to convince yourself that the world isn’t filled with uncertainty and tragedy, you’re free to focus on doing what you can to help. And once you no longer need to convince yourself that you’ll do everything that needs doing, you’re free to focus on doing a few things that count.” I need to use my gifts to do what counts.
Do less. I coach so many women who work more and more and more hours each week. Some work until midnight, eat lunch at their desk, or work all Sunday evening to “get ahead”. Only to be rewarded with more to do because, well, they are good at doing so much. As Burkeman posits, “Limit your work in progress. Perhaps the most appealing way to resist the truth about your finite time is to initiate a large number of projects at once; that way, you get to feel as though you’re keeping plenty of irons in the fire and making progress on all fronts. Instead, what usually ends up happening is that you make progress on no fronts—because each time a project starts to feel difficult, or frightening, or boring, you can bounce off to a different one instead. You get to preserve your sense of being in control of things, but at the cost of never finishing anything important.” Perhaps this is the most difficult thing to tackle. To limit what you are working on so that you actually accomplish something. The curse of multitasking is that you really are just task switching and losing ground each time you switch tasks. Embrace doing less.

I’m a recovering efficiency-aholic. I walk into a grocery store and I’ve already mentally mapped which aisles I’m going down and in what order to maximize my time. The concepts in this book are sobering yet in a sense, it’s all about just being in the moment. As much as possible to be here right now, balance yourself on your bike, lift your feet up and coast.

We sail within a vast sphere, ever drifting in uncertainty, driven from end to end. – Blaise Pascal

Jim Collins is the culprit of a concept; The BHAG [Big Hairy Audacious Goal]. It is the setting of a huge gnarly goal that is set ten or twenty years down the road…and, in theory, the entire company is expected to start paddling in the same direction toward it It turns out, that’s not the best approach.

According to Oliver Burkeman, in his book, The Antidote, “We tend to imagine that the special skill of an entrepreneur lies in having a powerfully original idea and then fighting to turn that vision into reality.” But in a relevant study, entrepreneurs rarely bore this out. Their long-term goal often remained a mystery to them. Overwhelmingly, a goals first approach in one direction was not the ultimate approach taken. I have to say this is quite a relief. I don’t necessarily need to know what my business should look like in 15 years. In fact, I think having a grandiose goal can make you start seeing myopically and suddenly you don’t realize that you are rowing towards a waterfall because you haven’t noticed the current.

A brilliant example in Oliver Burkeman’s book is the fateful day in May of 1996 when 8 climbers perished heading to the summit of Mount Everest. Burkeman posits that the deaths were not due to a storm on the mountain but that 34 climbers from three different groups, American, New Zealand and Taiwan were all headed to the summit at the same time. This caused a bottleneck on Hillary Step which was later referred to as “The Traffic Jam”. Three different parties were headed to the summit and had not arrived at the summit by 2 PM which is the ABSOLUTE latest you need to arrive at the summit before turning around and heading back down. There were climbers headed to the summit well after 3 PM. No one wanted to turn around and fail to achieve their BHAG. They had Summit Fever and eight of them paid with their lives.

So what are we supposed to do? How can we achieve with a manageable perspective? Here are some ideas:

1. Embrace. Embrace uncertainty. If you can’t beat ’em, join ’em. So much of fear and anxiety is based on uncertainty. But guess what…there is only uncertainty. The more you strive to keep things constant, comfortable, certain, the more uncomfortable you will become; because you will ultimately enforce chaos. You cannot control the future. Even if you happen to be Warren Buffet or Bill Gates. There is no one with their finger on the switch. Businesses fail, accidents happen and deadlines get missed. Stuff happens and it’s not going to stop. Embrace it.

2. Horizon. Make sure you reign in your horizons. I heard an interesting speaker last week and he was pointing out that just some three years ago companies were making 5 year strategic plans…now it’s 6 months. No one can predict what will happen in 12 months let alone 5 years. Forward thinking innovative companies have given up on the 5 or 3 year strategic plan, there are just too many variables in the environment (i.e. innovation, hurricanes, terrorism, etc.) There is no crystal ball. Get through this quarter. Finish the semester. Run the first mile of the marathon. Shorten your horizon.

3. Correct. Make course corrections. Let go of the perfectionism that you planned on paying off your credit cards by 8/1 but you just needed to buy a new transmission. Move it out to 9/1…or 10/1. It’s OK. This happens with clients I coach all the time. In fact, I think every client I have ever coached has had to change something about their goals whether it was the date they wanted it complete, how they were measuring success or if the goal was even reasonable with the current economy. A sailboat doesn’t sail in a straight line, it criss crosses the water finding the most advantageous wind and finally ends up at its destination. Be open to course corrections.

4. Worst Case. What is the worst case scenario? Sometimes we get so wrapped up in trying to be optimistic that we fail to look at the worst case scenario. In the case of Mount Everest, obviously, death became an option. It’s healthy to look at the worst outcome, if at least, to allay your fears. So if you are giving a presentation, perhaps the worst that can happen is that the audience laughs at you and you are embarrassed. Painful but not life threatening. You fall short on revenue, so you need to dig into your savings. You don’t get your first choice job (or college, car, house, partner) there is always another option. Examining what can go wrong will help you move forward, forewarned and forearmed. Look at the worst case.

5. Goal Odyssey. Burkeman suggests that everyone on the mountain that fateful day was focusing their resources on the goal much like Homer in the Odyssey. There was no turning back, and every resource was used to achieve the goal. Leaders need to be open to information that runs counter to the end result. If we have an audacious goal for revenue but we have high turnover (employees leaving) or poor customer service ratings…we need to take a second look at the goal. We have to be open to changing the end result based on the feedback we get along the way. This also means we need to be open to feedback. If everyone is smiling and nodding…you probably aren’t receiving all the information you need. Make sure you have someone (spouse, assistant or co-worker) who is willing to speak up and let you know there aren’t enough oxygen bottles to make it to the top and back. Give up the goal odyssey.

6. Outcome. You need to let go of the outcome. My daughter has been in the middle of three different directions in her career this week. Two options involve moving back to North Carolina. The third involves staying in New York City in a job that is completely in alignment with her career goals. I have been struggling with uncertainty and letting go of the outcome for the last ten days. She, on the other hand, is completely open and flexible. The anticipation of the outcome is unbearable. I just need to sit back and let it happen. Whatever “it” is. Let it go. What will be will be. Let go of the outcome.

I’ve worked with leaders who were completely inflexible on the revenue or the cost of goods sold target. One of the caveats of any SMART goal is the “A” for attainable. If there are changes in the environment that make the goal unattainable…change it. There is nothing more demoralizing than not being able to attain the yearlong goal you are working on. It’s not motivating folks, it’s destroying their morale. Embrace uncertainty. It’s the new black.