PLORK: Creative Laziness, Part 1

Written by Robert Brents


If you work for someone else, when wasrepparttar last time your boss said to you, "I think you're working too hard. I want you to take some time off a just loaf around. In fact, I insist. We'll even pay you for it."

Even less likely, if you're self-employed, when wasrepparttar 106562 last time you said to yourself, "I need to kick back a bit here. I'm pushing way too hard. This 'free agent nation' gig is killing me. I think I'll takerepparttar 106563 day off tomorrow and do nothing."

HA! Not very likely, right? Almost all of us have this built-in mental driver that says something like, "Sloth is a sin. Laziness isrepparttar 106564 easy, downward path that leads away from growth, progress, and prosperity."

HOGWASH!

Properly applied, laziness does not have to berepparttar 106565 opposite of that constant, frenzied rushing around trying to get everything done now Now NOW! Keeping your nose torepparttar 106566 grindstone isrepparttar 106567 surest way to prevent your creative imagination from producing great new ideas.

You don't have to be rich (however you define that) to take a day off and creatively loaf. Read this out loud: "If I slow down for an instant, it will all go downrepparttar 106568 drain." Doesn't that sound ridiculous? You know in your gut that's just not true.

BACK OFF, VARMINT!

I started applying this concept when I was 'working' as an Intranet project manager for a major university. When 10-hour days weren't long enough to solve allrepparttar 106569 problems and deal with allrepparttar 106570 crises, I started working 12-hour days. When THAT wasn't enough, I started working weekends. When my wife told me she was thinking about leaving me because I was never home, I stopped working weekends. The crises didn't get solved, but they didn't get any worse either!

Then I started working at home on Wednesdays. I answeredrepparttar 106571 phone and sent emails, but I told people I wouldn't come in. Startlingly,repparttar 106572 crises inrepparttar 106573 office conveniently waited for my returnrepparttar 106574 next day, or else people on my staff started solving some of them.

Then I really got bold. I started relaxing on my day off. I was still "working", but on solutions, not fire-fighting. Astoundingly, I got much more "work" done inrepparttar 106575 remaining four (10-hour) days than I had ever gotten done in five - or six or seven!

The Critical Role of Training

Written by Carol Verret


There is always an excuse for not providing employees with training opportunities. Very few people articulate these excuses to either their customers or their staff, butrepparttar net effect is stillrepparttar 106561 same.

Whenrepparttar 106562 economy was good and employees few,repparttar 106563 excuse was, "Why worry about customer service training? Demand is so high that if we tick-off a few customers, so what - there are more lined up atrepparttar 106564 door. Average employee tenure is so brief, why should we train them so they can go work somewhere else?"

Now thatrepparttar 106565 economy is poor and training is one ofrepparttar 106566 first areas most companies cut,repparttar 106567 excuse is, "We are laying off employees - we can't justifyrepparttar 106568 expense of training."

Both indicate an arrogant disregard for bothrepparttar 106569 employees andrepparttar 106570 customers. I have addressedrepparttar 106571 shortcomings ofrepparttar 106572 first excuse in previous articles and newsletters. Permit me to briefly addressrepparttar 106573 second.

At a time when every customer has suddenly become precious and you are expecting more ofrepparttar 106574 remaining employees following a downturn, how can you not justify training?

Cont'd on page 2 ==>
 
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