Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 2, Issue 24;   June 12, 2002: Getting Home in Time for Dinner

Getting Home in Time for Dinner

by

Some of us are fortunate — we work for companies that make sure they have enough people to do all the work. Yet, we still work too many hours. We overwork ourselves by taking on too much, and then we work long hours to get it done. If you're an over-worker, what can you do about it?

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.

A lobster dinnerThen 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
excessive work
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.

I could go on, but it's almost time to leave, and I want to get out on time. This much will have to do. Go to top Top  Next issue: Seeing Through the Fog  Next Issue

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More articles on Emotions at Work:

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Taking on the full load is what we do when we feel fully responsible for either the success or the failure of some organizational activity. Instead of asking for help, we take extreme measures to execute responsibilities that might not even be ours.
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In virtual teams, toxic conflict sometimes seems to erupt spontaneously. People who function effectively in co-located teams can find themselves repeatedly embroiled in conflicts that seem to lack specific causes. What triggers toxic conflict in virtual teams?
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As we've seen, some cognitive biases can contribute to the incidence of scope creep in projects and other efforts. Confirmation bias, which causes us to prefer evidence that bolsters our preconceptions, is one of these.
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Compulsive talkers are unlikely to change their behavior in response to your polite (or even impolite) requests. In this second part of our exploration, we consider the role of power — both personal and organizational.

See also Emotions at Work and Emotions at Work for more related articles.

Forthcoming issues of Point Lookout

A white water rafting team completes its courseComing December 11: White Water Rafting as a Metaphor for Group Development
Tuckman's model of small group development, best known as "Forming-Storming-Norming-Performing," applies better to development of some groups than to others. We can use a metaphor to explore how the model applies to Storming in task-oriented work groups. Available here and by RSS on December 11.
Tuckman's stages of group developmentAnd on December 18: Subgrouping and Conway's Law
When task-oriented work groups address complex tasks, they might form subgroups to address subtasks. The structure of the subgroups and the order in which they form depend on the structure of the group's task and the sequencing of the subtasks. Available here and by RSS on December 18.

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