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.
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More articles on Emotions at Work:
- I Think, Therefore I Laugh
- Humor is fun — that's why they call it "funny." If you add humor to your own work environment,
you'll reduce your level of stress, increase your creativity, and drive your enemies nuts.
- Ethical Influence: II
- When we influence others as they're making tough decisions, it's easy to enter a gray area. How can
we be certain that our influence isn't manipulation? How can we influence others ethically?
- The Injured Teammate: I
- You're a team lead, and one of the team members is very ill or has been severely injured. How do you
handle it? How do you break the news? What does the team need? What do you need?
- Creating Trust
- What can you do when you discover that the environment at work is permeated with distrust? Your position
in the organization does affect your choices, but here are some suggestions that might be helpful to anyone.
- Toxic Conflict in Virtual Teams: Minimizing Authority
- Toxic conflict in virtual teams is especially difficult to address, because we bring to it assumptions
about causes and remedies that we've acquired in our experience in co-located teams. In this Part II
of our exploration we examine how minimizing authority tends to convert ordinary creative conflict into
a toxic form.
See also Emotions at Work for more related articles.
Forthcoming issues of Point Lookout
- Coming August 22: Dealing with Credit Appropriation
- Very little is more frustrating than having someone else claim credit for the work you do. Worse, sometimes they blame you if they get into trouble after misusing your results. Here are three tips for dealing with credit appropriation. Available here and by RSS on August 22.
- And on August 29: Please Reassure Them
- When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you. Available here and by RSS on August 29.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
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