Search results for: “productivity”

  • The Surgeon General’s Warning and Professional Development

    The Surgeon General’s Warning and Professional Development

    As I take in my daily dose of news fed to me via email by the New York Times on Saturday, August 31, I’m surprised to see the title: Opinion: Surgeon General: Parents Are at Their Wits’ End. We Can Do Better.  

    Saturday’s Times email blast usually features a more lighthearted piece, especially on a holiday weekend. 

    But as I opened the article, I couldn’t help thinking, “No sh*t!” to what the Surgeon General was saying. You see, I have literally just cleaned up sh*t (Or wait, was it vomit?) off the floor of our bathroom as child number two out of three started with a full round of the stomach bug and didn’t quite make it to the toilet. 

    Such are the “joys”, I guess, as the Surgeon General references in his opinion piece. It is back to school season and everyone is passing around germs. 

    But this is not all that has come during back to school month in a household of three children ages 13,10, and 5. When they are healthy, EVERYDAY at school, everyday of life, demands something. 

    Take for example, the day before the holiday weekend started. One child had to bring a snack for his class that corresponded with the color of the day- black. In case you are wondering, Oreos were a hit for the group of four and five year olds. And don’t forget, he had to wear black too. This is day nine of ten days of the color game where corresponding outfits with the color of the day are a must. We opted for bracelets two of the ten days because I refused to go buy clothes just to meet the color demands of Pre-K. 

    The ten-year-old had student council speeches at 8:15 am the same day. Prior to said speech, this required the speech to be written and turned in for approval and posters to be made. Oh, and a parent form to sign. Of course, it outlined the requirements and obligations of both parent and student for accepting the role of leading the student government of an elementary school. She ran for President and lost, so cue in the emotional support needing to be provided there. This support takes place in between trips to the said toilet with the stomach bug. 

    And the thirteen year old. Well, his struggles have been much like the Surgeon General leads his article with- serious health issues. On this Thursday before the Labor Day holiday, he had just been discharged from an almost week long hospital stay. 

    So, you can see why I was saying “No sh*t!” to the Surgeon General op-ed. It has been a season for our family of intense stress. Honestly, it takes a toll even when someone isn’t hospitalized or throwing up everywhere. 

    The demands for black snacks, constant school events- which nine times out of ten requires you to send money and fill out a form- is ongoing. And let us not forget figuring out how the heck you are going to carve out time to work to pay for all this stuff and get work done (if you are fortunate enough to have the flexibility to leave work) to attend kids activities in and out of school or care for them when they are sick. 

    I have it made, but…

    The Surgeon General and I may not be in identical boats, but we both have it “made” when it comes to the lifestyle we can afford for ourselves and our children. 

    As the first comment I saw of the NYT piece said, “Dr. Murphy had access to top shelf medical care and a supportive workplace. He is very lucky. A lot of parents don’t have these advantages.”  

    I have these advantages too. My husband and I work for ourselves and therefore have a ton of flexibility when it comes to when and where and how we do work. At least one of us can make the 8:15 am student council speech and another the 2:15 carline pick up line because our five year old is too young to go to extended day at the elementary school where he attends. We don’t have to punch a time clock, and we are able to divide and conquer.  

    Our health insurance is uber expensive and not that great of coverage honestly, but we have it. We don’t have to make decisions on whether to access the healthcare system if any of us needs it based on whether or not we can afford it. 

    That doesn’t negate the stress, though, of the 12:08 am email that had to go out to a client the night my son was admitted to hospital to say, last minute, that I wouldn’t be at his facility the next morning given what I described to him vaguely as “a family medical emergency.”  Or the meeting I had to put off twice about starting a new contract with another client with the same vague reasoning. I eventually had to delegate the meeting to a person on my team who I know executed everything beautifully. But it is just another example of the constant- and I mean constant- reshuffling I have to do to try to work- and I’m lucky that it is work I love- and raise kids.  

    I cannot imagine the toll day-to-day parenting takes on the single parent, the parent that can’t leave work or they will be fired, the parent who doesn’t have insurance, and the parent who doesn’t have a village of people around them helping them.

    We’ve been raising kids since the beginning of time. Has it always been this hard? 

    So maybe it is just the way things are today.  Me and peers are making too much of parenting, spending too much time worrying about our kids, engaging them and us in too many activities in and out of school, worried too much about them missing out. Or are we both working when only one of us should? Or are we worried about missing out on every single thing they do because of the comparison and judgment between parents that show up for everything and those that do not?  

    I think since the beginning of time parenting has been stressful. Cue Cain and Abel and that tragedy. I’m sure the death of one son at the hand of the other was pretty stressful for Adam and Eve income, privilege, and societal demands of the time and all aside. The stress of trying to provide the very best care for our children so they can grow up to be healthy adults is not new, and I think it is one all parents have shared since the beginning of time. 

    But there are some things today that are different.  As comments in the NYT article point to, screens and social media do, I think, play a role in the difficulties. They aren’t to blame, but they do play a role. The way the structure of work is misaligned with education and childcare (access and affordability) plays a role. The way we are constantly striving for more, more, more plays a role. And as many of the comments in the NYT Op-Ed point to, this seems to be unique to America. Do kids really need to go on two field trips in one month at school? Do we really need to operate this factory 24/7/365?  The healthcare system, as MANY comments in the NYT article point to, plays a role and adds a lot of stress if and when you have to encounter it. And if you are alive, you will at one point or another. 

    And as I write this last paragraph, my inbox dings with a breaking news alert from the Times, “Four people were killed and at least nine injured in a shooting on the campus of a Georgia high school, the authorities said.”  

    Yeah, there is that stress too.  If I send my kid to school today, are they going to get shot?

    Yes, things are the same as the beginning of time, and yet they are different. 

    So how on earth do I- or people like me who have pretty constant caregiving demands and stress- even think about professional development? 

    We’ve been focused on the importance of professional development on the blog for the last few weeks. We’ve talked about what we’ve been up to for professional development, the ROI of it, and how to do it when you don’t really have a budget for it. 


    But what if you are in a season of life where you just don’t have the time for it or the mental bandwidth to focus on it? Did you notice in the what we’ve been up to for professional development post what I’ve been doing for PD?  Nope, you didn’t. That is because I am not doing a thing! Practicing what I preach I am not.   

    What if you are leading someone or working along someone that is in this season?  Many of which are sandwiched caregivers- caring for growing children and aging parents all at once.  

    Or are you leading someone who really needs to focus on caring for themselves? Or a spouse or other loved one? Let’s face it, everyone has something with varying degrees of intensity and capacity to handle that intensity. 

    As I am contemplating this post while caring for the thirteen year old through his go-round with the stomach bug (yes, it made its way through all of us), I get a text from someone that works with me. I cringe when she says she works “for” me, but I pay her. I’m supposed to be that leader who is focused on the ROI of her professional development. 

    She asks when would be a good time for her to call me. I tell her I’m free and the phone rings shortly after. 

    After checking on us and also talking about her family, she says, “I’m pregnant.”   

    I congratulate her and we talk about some work things. Then, she circles back around to what I know has been on her mind the most. How does she navigate having and raising this child with work? 

    How do I do it? she asks. Well, not really well at the moment I want to tell her!  

    I know she wonders if the same privilege I gave myself of easing back into work after having all three of my kids be afforded to her? Of course it will. Of course. 

    And what about healthcare? Can she get on the company’s family coverage? I reach out to get the benefits plan information from our insurance provider to send to her shortly after we get off the phone. 

    The Surgeon General points to things in his piece like paid parental leave and changes in healthcare to help with the “toll” of parenting. Whereas I don’t think anything he mentions are bad things, my political philosophy inclines me to think that it isn’t the government’s job to alleviate “tolls” we face, but our very own. 

    It is the job of families, employers, and communities to create a healthy society. To help society successfully navigate and mitigate the tolls this life lays on each and every one of us and to revel in the joy that comes with life too. 

    Some of the hard cannot and will not be avoided, but some of it can be made better if we care for and treat each other well. That is where the joy mostly comes from. 

    And, yes, families, employers, and communities need to play an active role advocating for the government to play its role where it should, but we can’t turn a blind eye to the choices we have in each of our roles to make a difference. 

    We can treat people like humans, honor the stage of life they are in, and design a workplace around getting work done and getting it done with excellence while also realizing a person’s productivity may ebb and flow based on where they are in life. And realizing it will really ebb in the wrong direction if we neglect to see the whole person and if we try to treat humans like machines. 

    Some balls bounce and some balls break

    A week or so after the conversation with the pregnancy announcement, we have our monthly one-on-one. We talk through a lot of client work and potential work. It is kind of hectic. We have to call another team member in at one point to talk through an execution plan for a new client. 

    And as we usually do in one-on-ones, we spend some time talking about her professional development within the context of her needs and the company’s needs. 

    I can tell she is concerned about taking on too much during this season of her life where a new child will enter and in her current state where she just doesn’t feel good and she never knows when that may or may not hit. Thus are the joys of growing a human being inside you. 

    I think out loud and I can tell my thinking out loud may be overwhelming her. I even sometimes overwhelm myself with it.  

    So, I stop. I ask her to think about one thing she wants to grow in professionally. Just one.  I can tell she doesn’t want to stall her learning and growth, and she says as much, but she also wants some grace as she navigates what looks like a very different season coming up for her.  

    I don’t want her to stop learning and growing. I want her to continue to grow in her confidence and skills where she can continue to add value to the organization.  But I know she won’t do either of these things if she is overwhelmed. 

    None of us perform at an optimum level when we are overwhelmed. And let’s face it, I’ve been overwhelmed pretty much all year.  What is it the Surgeon General called it? Oh yes, I’m at my “Wits’ End.” 

    So, as I heed advice to her, I heed advice to myself.  What is the one thing I want to grow in?  Not ten things, not three things, one thing.  

    Seasons come and seasons go, and right now the season for both of us is one of intense child-rearing. If I’m honest (and you can probably already tell based on my tone to begin with), I am sometimes resentful of the intensity of this child rearing season that takes me away from a focus on professional growth. 

    But like my colleague said in the same meeting, we have rubber balls and we have glass balls. If we drop a rubber ball, it will bounce. But if we drop a glass ball, it will break.  

    My professional growth and hers will bounce. 

    Our children are glass and we parents will do everything in our power to make sure nothing causes them to break. Sometimes we need help discerning what will help our kids grow and what might break them, just like we do for ourselves. 

    But in this season of life for both of us, we both need something we can claim for ourselves and our own growth, even if it is just one thing. One small thing.  It will, I know, make us better parents to have this one thing to call our own and to have each other to challenge us to do it and not take our eye off that ball, even if it will bounce. 

    The whole person of each of your employees and the value they bring to your organization are glass balls too. What are you doing today to make sure they don’t break? Especially when the Surgeon General is issuing warnings about it? 

    And what are you doing to give them a ball or two to bounce so they learn and grow and continue to add value for themselves and your organization? 

  • Investing in People Makes Cents

    Investing in People Makes Cents

    Last week, Emily kicked off our new series on professional development. What it is and why we should care about it. I’m pulling that thread to talk about the dollars and cents of why you should invest in people and why you should do it NOW.

    I just read a powerful article from McKinsey titled Increasing your return on talent: The moves and metrics that matter that hit me square in the face with this quote: “McKinsey research indicates that companies that put talent at the center of their business strategy realize higher total shareholder returns than their competitors.”

    One more time for the people in the back: spending money on your people makes you more money. McKinsey’s research let them to the startling stat that some companies could be missing out on $480 million a year just by not investing in employee engagement and skill development.

    screen capture of a graphic from the McKinsey article linked in this blog

    McKinsey goes on to lay out a 5 step plan for companies to “maximize their return on talent”, and it’s a an excellent plan that relies on an already existing, already strong HR team. If that doesn’t describe the situation at your company, you might not be ready for McKinsey’s 5 step plan. Instead, maybe you need the Dollar Tree plan.

    Last week, I had lunch with a great friend who also works in the HR space. She recently stepped in for me to facilitate some pro-bono training when I couldn’t make the date work. Her tactic? Conversation cards from Dollar Tree.

    image of a box set of conversation cards used in training facilitation

    She spent $3.75 plus tax on conversation cards that turned into meaningful relationshipping for the group and several people left interested in adopting conversation cards with their own teams. Weeks later, my friend is still riding the high of a $3.75 investment. When we invest in people, it’s about the intent and the follow through more than the amount of money spent.

    Horizon Point’s operating values include Continuous Learning & Improvement, and it’s truly part of everything we do. Our operating values make up the structure of our planning meeting agendas. Seriously, the line items are grouped by value:

    1. People First
      • Catch up
      • Review accomplishments
      • Schedule one-on-ones
    2. Productivity
      • Company performance
      • Open projects
      • Business development
    3. Continuous Learning & Improvement
      • Review program & project feedback
      • Identify continuing ed / professional dev opportunities
    4. Give Back
      • Volunteer leadership
      • Financial support

    Just the act of talking about our learning with intention generates engagement and a future-focused mindset. But the impact is compounded when we put our money where are mouths are. I asked Mary Ila today about Horizon Point’s investment in continuous learning for team members, and the total so far this year is over $10,000, just for the 5 of us. She doesn’t hesitate to invest in people, as long as the purpose is aligned with the mission of our work at HPC and, of course, as long as the investment is reasonable and works in the current budget. Our work is about talent development and better workplaces, and it only counts if we practice our own preaching.

    To close the loop on the McKinsey research, they reported that:

    the most effective organizations encourage personalized, adaptive learning. Employees are motivated to own their journeys by deciding which skills and areas of expertise they want to focus on. They are given feedback, along with coaching and peer-learning opportunities, and they are supported by a digital ecosystem that can help them track their progress over time.

    We strongly agree with this approach, and we spend a lot of time and resources talking about it and being about it. We learn together, we learn individually, and it’s all based on the skills or areas we want to develop. As McKinsey puts it, we own our journeys. We also train and coach our clients on this adaptive learning model using our Leaders as Career Agents process. We help them customize learning opportunities that drive their organizations forward and create more value.

    To invest in people is to invest in a thriving future. Talk about it and be about it. Investing in people makes cents!

  • AI for Talent Development: Good, Scary, or Both? 

    AI for Talent Development: Good, Scary, or Both? 

    AI is everywhere. Have you recently googled something and used the AI generated answer without ever clicking a link from the list? It’s one of my new favorite efficiencies…and it freaks me out a little. In the “if something scares you, it probably means you should do it” kind of way. We’ve been talking about AI for HR over the last few weeks in the context of our work and industries we support, and today I’m wrapping it up with my take on AI for talent development as a whole. It freaks me out a little, so it’s probably a good thing. Right? 

    Speaking of Google’s AI Overview, here’s what came up when I googled “is AI for talent development?”: 

    Yes, AI (artificial intelligence) is being used in talent management to improve efficiency and outcomes at every stage of the talent lifecycle. AI technologies like machine learning algorithms and natural language processing can help with:

    Recruitment 
    AI can help match candidates with roles based on their skills, experience, and cultural fit. AI-powered semantic search can also help recruiters find qualified candidates by running Google-like searches that go beyond keyword matching.
     

    Employee development 
    AI can help create personalized training plans, learning suggestions, and development goals for each employee. AI can also provide real-time feedback based on performance data, which can help employees make immediate improvements. 

    Performance management 
    AI can help set dynamic goals and provide actionable insights to drive employee performance and development. AI can also help with succession planning by analyzing employee data to identify high performers and predict future leadership needs. 

    Skills intelligence 
    AI-powered tools can help HR leaders gain an in-depth view of their workforce’s skills and potential knowledge gaps. This information can help leaders evolve job architectures as skill needs and business priorities shift.

    For each topic featured in the AI Overview, Google provided links to the source material used to inform the AI response. I wanted to know more about AI in Recruitment, so I clicked the link icon and found more detailed articles: 

    (Shoutout to Avature and HireRoad)

    If you’ve kept up with the latest news at Horizon Point, you likely know that I (Jillian) just returned from a 6-week paid sabbatical. During that time, I slept a lot, I made time for hobbies, and I let my brain slow way, way down. Now coming back to work, it’s nice to ease into slow productivity and learn to incorporate the good of AI into our talent development work. 

    I don’t think anyone can say for sure what the future of AI for HR holds, but for now, let’s be curious and explore AI for talent development with open minds. After all, the simple definition of development is the act of improving by expanding, enlarging, or refining, and AI can certainly help. 

  • Demystifying AI for HR Professionals

    Demystifying AI for HR Professionals

    The team at Paylocity are good friends and collaborators of ours at HPC.  We asked them to give you some insights into the different types of AI in the market and how they are applied.  Like Shari says, AI is more than ChatGPT.  In addition, Shari provides insights on how to evaluate AI tools for HR and how to get started with new technologies. Thank you Shari and Paylocity for your collaboration! 

    Technology does more than merely simplify routine tasks and complex calculations.

    From the static of the first commercial radio broadcasts of the 1920s to the screech of an AOL dial-up in the 1990s to today’s familiar ‘da-dum’ of Netflix, technological advances have fundamentally changed how we experience our world.

    Sometimes, the rate of change can be frightening. Still, in the past century, when technology has been moving forward at such a blistering pace, human curiosity has always taken up the challenge of striving further into the realization of thought into technology integration possibilities.

    Nowhere is this truer than in adopting Artificial Intelligence (AI). While it’s been behind the scenes for years, 2023’s introduction of ChatGPT thrust AI into the public spotlight and our daily lives. But with opportunity always comes innovation, which raises ethical responsibility issues. HR should be no exception.

    Our challenge is to shape a future where technology and AI enhance human well-being. Let’s start by breaking down what AI is and how we use it.

    What Is AI and What’s It Doing in HR?

    There’s more to AI than ChatGPT.

    Here are some definitions and examples of how AI is used every day in life and at work.

    • Artificial Intelligence (AI): The science of building intelligent programs and machines to solve problems creatively. For example, a computer program designed to play chess or checkers.
    • Machine Learning (ML): A subset of AI where systems learn to solve problems from experience without being explicitly programmed, like the recommendations on Netflix after learning about your viewing habits.
    • Deep Learning (DL): It is a subset of ML that uses algorithms and a lot of information to discover intricate patterns in data by simulating the human brain. For example, how is it used in image recognition to find instances of cancer?
    • Large Language Models: Advanced AI systems, purposively built to understand and generate human languages. These can be used for various things, like translation and summarization, and can generate text, so they are quite a powerful tool for natural language processing.
    • Generative AI is a subcategory within LLM, where a new content type is generated, whether text or images, based on patterns learned from input data. While ChatGPT is one instance, another is automated customer response—chatbots.

    It seems that most industries have started to integrate AI into their operations, if not already. Collaborative robots work with humans in manufacturing, and software helps retailers analyze in-store customer behavior. Employees might use AI to search the Internet or blur their backgrounds on video calls.

    AI can elevate the role of HR in the following ways:

    • Increasing time available for strategic work founded on deeper insights from data.
    • Automating recruitment processes, such as a resume or application screening.
    • Masking personally identifiable information or sort by keyword to reduce hiring bias.
    • Enriching decision-making with people analytics, such as predicting turnover.
    • Improving employee experience with digital tools like feedback loops, chatbots, virtual reality training, digital location walk-throughs
    • Facilitating remote work with collaboration, employee monitoring, and training tools
    • Personalizing learning and development recommendations
    • Improving communications by use of sentiment analysis and generative AI to make the message more impactful
    • Monitoring legal and compliance requirements.

    It is important to note that none of these functions should run without human supervision. Anytime we use technology to help us manage people, we need to be very cautious and thoughtful.

    What to Ask When Evaluating AI Tools for HR

    Two of the top concerns for HR professionals considering the use of AI are bias and data privacy.

    The Equal Employment Opportunity Commission (EEOC) enforces laws prohibiting workplace discrimination. In many cases, an employer is responsible for its use of AI in employment decision-making, even if the tools are designed or administered by a software vendor. In other words, it’s up to the individual employer to mitigate bias in hiring, promotions, and terminations regardless of the technology used in the process.

    Employers must also protect employees’ personally identifiable information (PII). Laws like the California Consumer Privacy Act (CCPA) and Europe’s General Data Protection Regulation (GDRP) give guidelines for collecting and storing personal data. Furthermore, businesses using open-sourced software like the free version of ChatGPT should caution employees not to upload sensitive company information.

    Choosing a technology partner who is laser-focused on the ethical use of data is imperative to achieve AI’s true benefits for employees and HR. Ask vendors these questions about their commitment to AI ethics:

    • How are your AI systems held accountable by humans?
    • How do you provide transparency to AI users?
    • How do you maintain compliance with applicable laws and regulations?
    • How do you stay current on AI technology and HR best practices?
    • How do your AI systems help reduce potential bias?

    Getting Started with AI in HR

    If adapting to change is tough, helping an entire organization adapt to emerging technology can seem overwhelming. Use this framework to guide your company’s approach to using AI in HR.

    1. Start small: Adopt generative AI for personal use at first. Try asking questions you know the answer to, so you can gauge how accurate it is. Then, get creative!
    2. Conduct a market analysis: Identify and evaluate how AI is used in software solutions that make sense for your organization, like talent acquisition, workforce analytics, performance management, or employee engagement.
    3. Understand the risks: Weigh the risks and benefits of implementing AI in HR for your company.
    4. Plan: Map out how you’ll implement tools, assess data quality and availability, and monitor results.
    5. Build a team: Leverage the expertise of others in the organization, such as IT and business continuity.
    6. Train employees: Create a schedule to train employees on how to use the new technology.
    7. Provide clarity: Communicate transparently about your AI use and how you’ll help employees develop skills to leverage it ethically.

    What’s Next for HR Technology?

    Everybody wants to know! Yet, what we can gather is that technology will not stand still.

    More likely AI trends in HR and the future include increased use of predictive analytics, augmented employee experiences, AI-driven wellness programs, and tools to manage remote teams effectively.

    This is our chance, HR professionals and business leaders alike, to handle with responsibility what it means to manage the workforce humanely in the world of the future.

    About Shari Simpson

    Shari Simpson stands at the forefront of human resources, blending 20 years of rich experience with cutting-edge educational credentials. With an MBA, MHRM, Certificate in E-commerce Management, and SHRM-SCP, she is pursuing a Doctor of Education in Leadership and Innovation from Purdue. In addition, as the host of the HR Mixtape podcast, Shari shares invaluable insights with industry experts and establishes herself as a thought leader in HR. She is a guest speaker at local and national conferences, interacting with industry leaders about elevating the HR, Payroll, and Business sectors. Other than this, Shari is an adoring mother of three sons—one a veteran and two currently serving in the US Navy—a devoted dog mom and a consistent reader. Add to that, for the past 25 years, she has been married to a fire department Battalion Chief, which helps deepen her perspective on service and commitment. https://www.linkedin.com/in/sharisimpson/

    About Paylocity

    As the award-winning, cloud-based HR and payroll software provider, Paylocity focuses on developing artificial intelligence to reduce friction in HR administration, improve communication effectiveness, engage employees, and increase productivity. Read our AI ethics statement.

  • Summer is Here – Do You Need a Vacation or a Rhythm?

    Summer is Here – Do You Need a Vacation or a Rhythm?

    Summer is in full swing. The days are long, the kids are out of school, and the office may not be quite as bustling as it usually is whether it’s the physical office space or your email inbox because people are taking vacation. Have you heard of slow productivity?

    I myself just took a long vacation, kicking off the summer for two weeks at the beach, but working intermittently while there. It was a long spring, and for the first time our family was able to check out for more than the standard one week, once a year vacation and get away. 

    While there, I dove deeper into some of Cal Newport’s work around slow productivity. He postulates in his book Deep Work that there are four philosophies for deep work. The type of work you do, your natural disposition, and the season of life you are in all play into which one is best for you. 

    They are: 

    • The Monastic Approach- Eliminate all the shallow work you can to focus deeply on one thing
    • The Bimodal Approach- Create clearly defined stretches for deep work and then back to regular routine for stretches of time
    • The Rhythmic Approach- Daily deep work sessions that occur at consistent times each day
    • The Journalist Approach- Fit in deep work when and where you can. To note, this approach is not for the novice of deep work!

    Watch this cool video to get a good overview of these. 

    While I find something that is appealing in each one of these approaches, you, like me, may not be at a stage in life or working at a place or in a field where one or some of these are realistic. 

    Even though only one approach is called “rhythmic” all of them have some thought of a rhythm tied to them, and it takes some reflection on what rhythms work for you. And these may change overtime.  

    In looking at some of the research as well as my own experience, some thoughts on rhythms emerge to order to do deep work and do it well and consistently: 

    Daily Rhythms- To do your best work: 

    • Break every 50 min to an hour, get up and move around if you work with your mind, sit down and rest if you work with your hands
    • Utilize time blocking techniques to complete tasks that take deep thought; batch work shallow work into a time block to get it done efficiently
    • Honor the “trough” period of the day when your energy is lacking (most people’s is in the early afternoon) by scheduling shallow work or a break during this time
    • For more great thoughts on daily rhythms and the research behind it, read When

    Weekly Rhythms– To do your best work: 

    • Take one hour to plan at the beginning of each week (or at the end of the previous week) to map out your “big rocks” for the week and schedule time to get deep work done
    • I like to have one day a week that does not have any meetings or appointments scheduled to focus on deep work and catching up
    • Get a Full Focus Planner to help you with the weekly rhythm and big rock setting

    Monthly to Quarterly Rhythms- To do your best work: 

    • Reflect- What worked and what didn’t in the previous period? Celebrate what did. 
    • Refocus- Chart out goals for the upcoming period and block time for those that may require or need the bimodal approach for deep work if you are lucky enough to have the autonomy to deploy this approach.
    • Again, use the Full Focus Planner to help with this. It operates on a quarterly model so it naturally helps you structure your thinking around reflecting and focusing.

    Yearly Rhythms- To do your best work: 

    • Honor the seasons if your work has periods of intensity and down time and schedule accordingly; deploy the bimodal approach if you can.
    • Our approach at HPC is every three years a sabbatical occurs for deep rest and deep reflection.  This is a period of six to eight weeks of complete time off from work. 

    Overall, rhythms and slow productivity create the opportunity for reflection that helps foster deep and creative work. As the CEO of Airbnb Brian Chesky stated on Adam Grant’s podcast, if you don’t create rhythms, “you’re just on the treadmill and that gets boring and anxiety ridden fairly quickly.” 

    How do you create rhythms in your life to do work and do it well?