Deborah glanced at the clock. Rats, 5:10 — crush hour. If she left now, she would be home no sooner than if she waited till 5:45. Might as well stay till then, she thought, and so she did. Time passed.
Then Max appeared at her door to empty her trashcan. "Hi there," he said with a polite smile. "Hello, Max," Deborah replied, glancing at the clock, which now read 6:20. Oops — another almost-11-hour day. Deborah's company was doing well, and workloads were reasonable. Yet here she was, saying hello again to the cleaning staff she had come to know by name.
She had tried to cut back her hours, even declining the move to Headquarters because of the drive time and the travel. Her problem was of her own making, and like many of us, she wondered why she worked so hard. She worried about burnout.
Understanding your excessive work patterns probably requires counseling in some form. But if you want to change, you can try some exercises on your own first. Here are three:Getting control
of patterns of
hours takes practice
- Tell a friend you want to work fewer hours
- The simple act of saying the words aloud helps: "I work too many hours. It's my own doing and I can change it." Go somewhere private and say it out loud. Try watching yourself in a mirror as you say it. Still better: say it to someone who cares about you.
- Do love drills
- The change might be easier if you change for something. Think of something you love — your family, a significant other, or a sport or hobby. Schedule three times during the day to contemplate that person or thing for 60 seconds (that's a long time). Make one of these times no more than 30 minutes before you'd like to be leaving at the end of the day. Do this every day for a week. Increase the frequency every week until you see a change.
- Practice leaving on time
- For one week, leave work at the time you'd like to leave, knowing that after ten minutes, you can come back. Set an alarm to remind yourself. "Leaving" means actually packing up, exiting the building, and leaving the property. While you're away, you may not do anything "constructive" — no eating or drinking, no errands. In week two, stay away for 15 minutes. In week three, stay away for 20 minutes. After six weeks, you'll be staying away so long that you might as well just go home.
Love the work but not the job? Bad boss, long commute, troubling ethical questions, hateful colleague? This ebook looks at what we can do to get more out of life at work. It helps you get moving again! Read Go For It! Sometimes It's Easier If You Run, filled with tips and techniques for putting zing into your work life. Order Now!
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More articles on Emotions at Work:
- Irrational Self-Interest
- When we try to influence others, especially large groups or entire companies, we sometimes create packages
of incentives and disincentives that are intended to affect behavior. These strategies usually assume
that people make choices on rational grounds. Is this assumption valid?
- Hurtful Clichés: II
- Much of our day-to-day conversation consists of harmless clichés: "How goes it?" or
"Nice to meet you." Some other clichés aren't harmless, but they're so common that
we use them without thinking. Here's Part II of a series exploring some of these clichés.
- The Injured Teammate: II
- You're a team lead, and one of the team members is suddenly very ill or has been severely injured. How
do you handle it? Here are some suggestions for breaking the news to the team.
- Top 30 Indicators That You Might Be Bored at Work
- Most of the time, when we're bored at work, we know we are. But sometimes, we're bored and we just don't
realize it. Here are some indicators of boredom that might escape some people's notice.
- Why Scope Expands: II
- The scope of an effort underway tends to expand over time. Why do scopes not contract just as often?
One cause might be cognitive biases that make us more receptive to expansion than contraction.
See also Emotions at Work for more related articles.
Forthcoming issues of Point Lookout
- Coming October 12: Downscoping Under Pressure: II
- We sometimes "downscope" projects to bring them back on budget and schedule when they're headed for overruns. Downscoping doesn't always work. Cognitive biases like the sunk cost effect and confirmation bias can distort decisions about how to downscope. Available here and by RSS on October 12.
- And on October 19: Bullying by Proxy: I
- The form of workplace bullying perhaps most often observed involves a bully and a target. Other forms are less obvious. One of these, bullying by proxy, is especially difficult to control, because it so easily evades most anti-bullying policies. Available here and by RSS on October 19.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrensDaBMTItJCwaKsgNner@ChacCrQTBGMzBwhIqYTXoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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