INTRODUCTION

Get Your Hopes Up!

Consider that your workday has all kinds of wonderful potential:

• Income.
• Benefits.
• Achievement.
• Good relationships.
• Networking contacts.
• Fun.
• Status.
• A chance to make a difference.
• Creativity.
• Growth, learning, and development.
• A springboard to your goals and vision for your life.

Make the Most of Your Workday is based upon the belief that each workday is precious and filled with a blank slate of opportunities regardless of your workplace, role, and types of challenges you face. My goal for you in this book is to help you find insights, strategies, and tools to move toward being more productive, engaged, and satisfied at the end of each workday. For many people, that will involve conquering some chaos that can come from many places—including ourselves.

Whatever your workday demands and pressures (which vary among organizations, teams, and even individuals), there are some fundamental needs that we all bring to work. These needs led to the examples, strategies, core skills, and tools that make up this book, along with experts' research from science, medicine, health, psychology, business, and education. Yet, here is the hard part and the tough news: To fully put into practice any of these ideas, you may need to change. In fact, these strategies, skills, and tools may require a real shift in your thinking and assumptions and a close look at yourself along with your coworkers and organization.

This book is a personal challenge to actively manage and make the most of workday possibilities and problems. Take some control back, if needed, and do not wait for leaders, people, or circumstances to change.

However, we have to be real and honest about this harsh workday picture: feeling what it is like to see an email inbox that is always filled with new messages on top of older, unread messages (or opened messages that you closed because you couldn't deal with them); feeling what it is like to see long lines of impatient people at Starbucks, Home Depot, Whole Foods; knowing that the queue for calls waiting for customer service is off the charts; and seeing that the clinic waiting room has long run out of chairs and several people have called in sick. Most workdays include variations of these pressures along with emotional outbursts, exhaustion, and unreasonable expectations. Each of us has a finite amount of physical, emotional, and mental energy to manage all of these things.

Besides work, we have other people in our lives and things to do, such as:

• Family needs, wants, and responsibilities.
• Celebrations.
• Health-related appointments, activities, and downtime.
• Spiritual renewal.
• Education.
• Commuting.
• Community.
• Interests and enjoyment.

Then there can be more workday surprises—some totally unpredictable and others you might have seen coming: resignations, new minefields of changes to deadlines, emergencies (real and fake), and a general sense of uneasiness. People struggle to work together when they are not at their best, don't see things the same way, and have a wide range of personality and style. Technology can seem to be managing us instead of the other way around, and the dream of work/life balance is getting tougher and tougher to make a reality. Change and complexity of these changes is increasing while resources are diminishing. There is a frantic pace in many sectors, industries, and in both for-profit and nonprofit organizations. There are many people who struggle to just survive their workday much less make the most of it.

In place of resignation as a response to all the above, I want to stir you up so that you decide to not go home disheartened every day, but to fall back, regroup, reframe, and bounce back with new strategies. The book begins with four scenarios for readers to identify with and that are intended to inspire some “That's me, that's us” moments.

These scenarios are fictional composites developed from real workplace experiences, diverse industries, government, for-profit and nonprofit organizations, employee engagement comments, and from challenges shared in the author's workshops and training classes. The scenarios are intended to tap into typical workday challenges and to make an immediate emotional and intellectual connection with the reader. The scenarios are not based on specific individuals.

Do you identify with any of the following challenges?

• Getting caught up in the waves of office drama.
• Watching workloads increase with headcounts disappearing.
• Feeling your interest, enthusiasm, and focus at work fade.
• Yearning for effective leadership and more time.
• Wanting to avoid working with certain people.
• Feeling at the mercy of technology and behind with weeks of unread email messages.

These scenarios will show a link from our attitudes about priorities and coworkers to our communication and time management choices with needed skills such as adaptability, focus, and proactive planning for the unexpected. The scenario characters will have “Before” and “After” profiles throughout the book so that the reader can consider how proactive strategies and tools offer the possibilities for more productive, engaged, and satisfying workdays.

There are already many good and useful books, articles, seminars, talks, blogs, podcasts, and webcasts that provide strategies, tips, and tools to manage goals, priorities, time, and people. There is also growing knowledge with very applicable information from biology, neuroscience, psychology, health and wellness, education, and business and technology. Make the Most of Your Workday also contains strategies, tips, and tools—several of which you are already familiar with and may be using.

• Self-awareness.
• Identifying your needs and goals.
• Importance of mindset and self-talk.
• Priority, time, and energy management.
• Effective communication.
• Proactive planning to reduce or eliminate chaos.
• Reflection and action planning.

However, this is also a book about change because resources and knowledge alone cannot deliver a perfect workday, free of drama with coworkers or an ineffective leader or leadership team. In his book The 7 Habits of Highly Successful People Stephen Covey writes, “It becomes obvious that if we want to make relatively minor changes in our lives, we can perhaps focus on our attitudes and behaviors. But if we want to make significant quantum change, we need to work on our basic paradigms.”¹ A willingness to consider changing some of our assumptions and ways of thinking, along with these strategies and tools can, however, empower and equip individuals to improve their workday experience. You are your own most powerful resource in this work.

Make the Most of Your Workday will give you:

• A straightforward approach to actively managing the workday.
• Practical strategies and tools that are linked together.
• Ideas to help you reflect on your current paradigms, mindsets, and approaches.
• Suggested actions and changes.
• Sources of information for additional knowledge and learning.
• Encouragement toward taking back some control.

My message is that we do not have to passively survive the workday, but we can actively manage and make the most of the opportunities that each workday presents. The workday gives us a good chunk of time to be and feel productive, engaged, and satisfied. The opposite can also happen and we can end each day deflated, frustrated, and disconnected. This book is focused on what individuals can do to make positive improvements to their workday. However, the return on investment grows powerfully when individuals, teams, and leaders partner with the common goal of increasing employee engagement, productivity, and satisfaction while conquering some chaos.

This book does not address the organizational side of the work partnership between individuals and their employers. There is so much written for organizations, leaders, and managers that is powerful and inspirational to build engagement, productivity, innovation, and to have a positive impact on the world. Organization leaders and managers have a serious responsibility and commitment to anyone they impact—their employees, customers, shareholders, constituents, and so on—and this book does not negate that role. Executives and other leaders may find things here that can help them both on the individual and organization level.

However, Make the Most of Your Workday is intended to encourage all individuals to choose action and leadership. Let's not wait any longer for the managers to leave, the next engagement survey, task force plan, or training class; let's take some control and make the most of our own workdays! With that being said, there are some ground rules for reading this book:

• Be open-minded and consider trying anything that you think will work for you.
• Share anything that you think will help others to have a better workday.
• Understand that there is no easy miracle, app, template, or hidden secret.
• You may have to leave your comfort zone.
• Take the time to reflect and question your own beliefs, choices, and quality of your current workday.
• Have some fun, rebel, and take back your workday.

I think that that we need to be engaged—whatever our role or current job—for our own happiness, productivity, and satisfaction.

Organizations need engaged employees (that's you too, leaders) for success. Employees benefit from an organization's success, existence, and growth. Organizations should create cultures that help engage and sustain that engagement for employees, and employees should do their part to bring their best self to work. It is a partnership that I see, not waiting for organizations and leaders to change. I am impatient with that waiting game and wrote this book as a call to action and assistance for all of us as leaders of our own workdays.