Chris Stathakis' LEADERSHIP Blog!

Leadership: Urgent Versus Important

Posted by Chris Stathakis on Mon, May 15, 2017 @ 01:37 PM

urgent important leadershipFormer U.S. President Dwight D. Eisenhower, in a 1954 speech to the Second Assembly of the World Council of Churches, said:

"I have two kinds of problems: the urgent and the important. The urgent are not important, and the important are never urgent."

From this, we get the so called "Eisenhower Principle," an idea about the optimal way to view and prioritize your workload. Let’s not forget that before becoming president, Eisenhower rose through the ranks of the United States Army, serving as a five-star general and the Supreme Commander of the Allied Forces during World War II. And of course as POTUS, former President Eisenhower was by all standards, a very productive leader. Now, these principles can help anyone wade through the day and structure it in such a way as to get more of their critical work done. But no one needs this kind of balancing of important and urgent as much as leaders do.


So what is the idea of important and urgent? First let’s look at important versus urgent and what they mean in this context. Important activities generally lead to outcomes that drive us forward in achieving our goals, be they professional or personal. While some important tasks are also urgent, this isn’t typically the case. The important activities tend to be more long range and because the rewards or consequences of doing/not doing them are down the road, many of us put them off in order to focus on what we perceive as urgent. Urgent activities require immediate attention, and are more often related to achieving someone else's objectives. That urgency often puts us in a reactive mode. Urgent activities are frequently the ones we focus on because they demand our attention and the consequences of ignoring them are felt immediately.


What is so often is the biggest source of tension and pressure in the lives of leaders? It is the time demands placed on us. Think about the personal and professional goals you balance on any given day. Then think about how often you find yourself wishing you had just a few more hours in the day to contribute to them. So how can these ideas of urgent and important help you balance your workload and prioritize better? It isn’t completely revolutionary, but consider the Eisenhower “box” as a way to visualize urgent versus important, especially if you are in a high pressure, high demand leadership position.



There are, of course, tasks that are urgent AND important and these items you will do immediately. There are also activities that are important, but not urgent. These you schedule to do later. But you must really make room for these in order to move forward on YOUR most important goals and objectives. Then we have those items that are urgent, but not important. As a leader, these activities are best delegated to someone else. Finally, you have those activities that are neither urgent nor important and the goal here is to remove as many of these unnecessary distractions as possible.


Ideally, you should put the most resources into the Important, but not Urgent quadrant. These items may not have a pressing deadline but are nonetheless important. They are the activities that you believe are most likely to help you find happiness, contentment and success. This also means that as a leader, you may have to give up and delegate tasks that you while you enjoy, are not critical so that you can focus on long range planning and the things you simply cannot delegate to someone else. And if you aren’t certain what should go in your Important But Not Urgent quadrant, you might need to spend some time considering what is really important to you and ultimately, what you want your life to look like. If you don’t, it is all too easy to get bogged down with Urgent and never get to your Important.


As leaders, we all struggle to balance and prioritize our workloads, delegate and make time for long term professional and personal goals. The Eisenhower Square, while not a cure all for the stress and pressure of leadership, is another way to look at what you are doing and adjust to get you closer to your vision for your life.


Tags: Learn Everyday, Leadership

People Don’t Forget the Way You Make Them Feel

Posted by Chris Stathakis on Thu, Dec 15, 2016 @ 09:08 AM

leadership, leaders, image, attitudes

There’s a Maya Angelou quote that says something along the lines of, people will forget a lot, but they won’t forget the way you made them feel. There’s a great deal of truth in this idea, which is why it can be useful to consider how you, as a leader, make the people around you feel. Of course, I can almost hear you saying, I have so much on my plate already, I wear so many hats, put out daily fires AND now I have to add to that thinking about how my teams FEEL about me?


Here’s the thing, asleaders, we are like well-optimized engines. Many of us operate so effectively, so efficiently, and at such high speeds that there isn’t much we can do to adjust out output and performance other than making minor tweaks and adjustments to the way we do things. One way to impact what we get out of our teams is to consider how we interact with them as a whole and individually, and yes, how we make them feel.


Think about how the people you spend your workday make YOU feel. Maybe it’s your financial person who is on it, so precise, so anticipating of problems before they happen that you FEEL secure with them on the task. Maybe it’s a team member that is so naturally enthusiastic that every time you have a Big Idea, their enthusiasm is like fuel for your tank getting you revved up for the next set of concrete tasks that will get you and the team to a goal. Maybe it is an employee who has caused some internal conflicts before and now makes you FEEL like you must be more guarded.


Just like different people you work among can make you feel a certain way, you as a leader can leave people feeling something. Whether that something is good or bad isn’t just your responsibility either. For example, an employee who is being spoken to about not meeting their agreements isn’t going to be feeling too good about it, but that’s outside of your responsibility. But consider this, do you do things that positively impact how you leave people feeling? This is especially important with your core team. Do you listen to their suggestions? Do you give them credit for good ideas? Do you give them your time and attention? Do you return their calls or emails relatively promptly, especially if they need direction or approval before moving forward on their responsibilities? Do you stick to the facts and try to stay neutral when delivering criticism? Do you show appreciation when they go beyond your expectations or put in the extra effort?


Like any human person who doesn’t wear a cape, you are going to fall short, even more times than not. The reality is most of us have so much going on, have such a laser focus on the future and health of our companies that we can often miss what’s on the periphery. You need not completely change your leadership style or become the next ‘feel good’ business guru, however, you can occasionally slow down and tune in to how people might feel after your interactions and adjust your style even incrementally to get more of what you need from your people.

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Tags: Learn Everyday, Leadership

Don’t Get Sidelined By Growing Pains

Posted by Chris Stathakis on Fri, Oct 16, 2015 @ 07:09 AM

leadership, chris stathakis, michigan business leaders, michigan business ;eadership


No matter what size organization you lead, you will likely go through periods where growing pains make everything feel more difficult and issues both small and large seem to pop up more frequently than before. In fact, as your organization matures, you may feel growing pains most acutely.

Certainly small businesses experienced their share of growing pains and yet, small businesses may have some advantages in their agility and lack of formal processes. Very large businesses can have significant growing pains but they are likely better resourced to meet new challenges than a newer, smaller business. Mid to large size businesses can often shine under stress because on one hand, they still retain much of the agility of a smaller business and yet, they also quite often have better resources and formal structure than smaller businesses. How can you as a leader overcome the inevitable growing pains and maximize the advantages you have at your level?

First, you cannot coast. You must continue to do the things that got you where you are in the first place. Don’t let some younger, smaller company out hustle you. You are stronger and smarter, so you don’t have to work as hard-- if you work smart.

The gene to control thing seems to be embedded in the DNA of most of us leaders, but we must evolve to work on the business more than work in the business. The companies that transition the smoothest and work through their growing pains the fastest are those that have leaders who focus on finding great people and then point them in the right direction. If you are trying to be everything to everyone, all the time, your organization will become stunted. You might be a leader and the visionary, but you still need a team to grow beyond where you are now.

You must keep an eye on the bottom line. The foundation of your business rests on the financial health of your business. With the growth of fixed expenses you must increase revenue. Add to the equation investments into today, tomorrow, a week from now, a year from now and beyond. You should have financial data including the ability to track actuals versus forecasts. If you don’t have the data, get the data and if you have the data, use it.

Loyalty is meaningful but sometimes the same people who were there in the beginning are not always the people who will help your organization clear the next set of hurtles. As you grow, it is good to continually review rules requirements of the job and a sure that you have matched someone’s talents with the responsibilities of their position, especially in key positions. Sometimes this process is uncomfortable but it is essential for growth.

Even as you grow, wherever possible, preserve your company’s culture. It’s not just about nostalgia and while you may not be able to keep the close-knit feel you had 50 employees with 500, you can retain much of your original spirit. When bringing on new people, certainly they should be skilled and a good fit for the position, but they should also be a good fit in your organizational culture.

Growing pains as your business stretches beyond its borders are inevitable. And yet, if you maximize the advantages you have at your size and be diligent about recognizing the pitfalls common with growth, you can come through it bigger, stronger and better.

Tags: Learn Everyday, Leadership

Reaping Real Rewards

Posted by Chris Stathakis on Fri, Jul 24, 2015 @ 08:00 AM

michigan leaders, michigan janitorial company, michigan commercial cleaning companiesAs leaders, we talk about employee rewards quite a bit. We use rewards to reinforce the behaviors we want to see. We use rewards to increase engagement and keep our teams energizing working towards our goals. But rewards don’t just work on our teams, they work on us too. After all, we are just human and the same things that keep our teams engaged can work equally well for us. Rewards can offer the extra push that you need to get motivated and stay engaged. And you can create positive reinforcement with rewards that creates lasting reinforcement of successful practices.


While the efficacy of awards might be much the same, the rewards themselves are quite different for leaders. All too often, I see leaders reward themselves with the wrong things. Whether you are the leader of the family, your church or your company, some rewards are constructive and positive bringing us closer to our goals, while other rewards are benign at best and destructive at worst. Think about the things you use to reward yourself. Are they things like food, alcohol, shopping or other things that tend to numb stress and anxiety? With the challenges we face as leaders, numbing difficult feelings and emotions is just a part of the human condition. So I’m not saying that you can’t have the cocktail at the end the day, the lavish meal out or the new computer you’ve been eyeing, just try not to use these to reward yourself.


So if the usual suspects with regard to rewards are not so effective, what kind of rewards really pay off for us as leaders? First we have to talk about what we mean by pay off. In this context, I mean which rewards are going to make us feel good long-term and not just in the moment. Which rewards contribute to our overall well being as a person and not just a leader. Which rewards help build the stamina we need to keep going and offer our teams and organizations our best? I think there are four rewards that we as leaders tend to forget that really feed us as people. What are they?


1. Time Off
As a leader, making the time to get away from our organizations is vital. All work and no play does indeed make Johnny a dull boy. Vacations and time with family and friends keep our batteries charged and our creativity  and energy levels high.


2. Downtime With Our Teams
Sure, we spend quite a bit of time with the people in our organizations, but how much of that time is spent just being people? The relationships we build with our employees matter. Having rapport and a reserve of good feelings can get us through challenging times on the job and it creates loyalty. You cannot wait until you need them to establish these relationships. Not only does it do your employees good, it does you good. Whether it’s a good spirited competitive bowling tournament among your teams or departments, or a summer picnic, take time to be with your people with your leader hat off.


3. Fun Is Fundamental
If you can’t remember the last time you really had fun, you’re not having enough of it. Studies tell us that children learn best when playing and adults are much the same. Having fun can relax our brains making creativity and problem-solving more effective and efficient. It doesn’t matter where you find your fun, as long as it’s fun for you.


4. Do Nothing
As leaders, we often operate at a quick pace so making time to do nothing can seem counter intuitive. Spending time doing nothing is recuperative, restorative and helps feed our creativity by giving us the downtime they can help position us in the right direction for our next set of movements.


So don’t just use rewards to get the best from your teams, put rewards to work for your own purposes. Make sure you’re taking some time off periodically, spend some time having fun with your teams, make fun part of every week and make sure you spend some time doing nothing at all. What other rewards might you use to help keep you motivated and moving?

Tags: Culture, Learn Everyday, Leadership

Got Grit?

Posted by Chris Stathakis on Fri, Jul 17, 2015 @ 06:30 AM

michigan business leaders, michigna movers and shakers, michigan leadership modelsAccording to the Merriam-Webster dictionary, grit in the context of behavior is defined as “mental toughness and courage.” Sounds great but what does that really mean? And how does grit come into play in the workplace? How do you know if you have it or how to get it?


Grit can be more broadly defined as a mix of perseverance, determination, positivity and enthusiasm that can make one more successful at achieving long-term goals. Grit seems to be the critical element in explaining why two people with equal talent and intelligence might achieve varying levels of success. Everything else being equal, grit matters. Grit matters in the workplace and overall leadership because grit can be an important predictor of success. Studies demonstrate that grit is closely linked to multiple performance measures on the job and beyond.


So what qualities make up the somewhat intangible quality of grit? Courage, or your ability to manage fear, is an important component of grit. You have to be willing to fail to succeed, and the people who can manage failures as part of the process of achieving their goals are more likely to get to the finish line. Resilience, or the thing that helps you get up off the floor after your courage has allowed you to risk and fail. We can see resilience as a belief that life has a meaningful purpose, that you can influence your environment and outcomes and that you understand that both positive and negative experiences help you learn and grow.


People with grit tend to choose excellence over perfection. Perfection values what people do, excellence values who people are. Excellence is far more gentle and forgiving than perfection. It allows for failures and vulnerability on our journey and excellence is about reachable goals and milestones not exacting standards. It’s about learning from failure rather than being devastated by it. Those with more grit, while not perfectionists by nature, do tend to be achievement oriented. This means that they don’t just show up and suit up, they bring their ‘A’ game. They also have the endurance, or the stamina needed to finish the game because we all know real wins take time.


Grit is that certain something that makes us willing to commit to our long-term goals and see them through in spite of adversity. So how do we get more of it? First, pursue things you are really passionate about. The more exciting and energizing you find something, the easier it is to access many of the qualities that make for true grit.  Second, look around you for models. Even the best leaders have something to learn from the people around us. Maybe it’s passion, purpose or processes, every single person has elements of grit that the careful observer can see and work to make their own. Success takes time so build in practice time for the goals you want to achieve. There will be failures, setbacks and times when you find yourself losing your way so surround yourself with people who bolster you. Whether its family, friends, colleague or mentor, spend time with people who make you feel good about yourself and your purpose. And if you really got grit, give it to others. Guiding and growing grit in others can be an awesome way to keep your own fire stoked.

Tags: Learn Everyday, Leadership

Fail Spectacularly!

Posted by Chris Stathakis on Fri, Jul 10, 2015 @ 02:27 PM

failure leaders leadership successes learn form mistakes detroit janitorial“Failure is simply the opportunity to begin again, this time more intelligently.”
Henry Ford


Failure has a decidedly negative connotation in our culture. Sure, we all love a good turnaround story where the guy at first fails and then goes on to win, but in our own lives we forget that most successes come at the end of a road paved with mistakes. We like doers, winners and get-it-doners but all of these require a lot of doing and in doing, there are always going to be failures. Even the word failure sounds so negative, but failure is defined as: the state or condition of not meeting a desirable or intended objective. So really failure is just another term for reaching for something and finding what didn’t work. We also call this learning.


For those of us leading companies and teams, it is very important we recognize that failure is just a part of growth because failure and organizational learning go hand in hand. If you or your teams never fail, that’s not a win, that’s not success; rather it means you never looked beyond what is right in front of you. You never aspired to be better, do better or create something. You were too cautious. In order to win, to succeed you have to do things and when you do things, you aren’t always going to get to right the first time. In fact, you usually won’t get it right the first time. 


You can’t build a reputation on what you are going to do.”
Henry Ford


So when failure predictably strikes, how can we make the most from it to push us closer to success? First, don’t overreact. It’s not the end of the world, it’s progress. Second, rather than feel shame or shame your team, have a failure autopsy. Discover what went wrong and why in a somewhat detached way. Help whomever erred take responsibility for what happened and take responsibility too because as a leader, it’s all your responsibility. Turn the failure into a positive learning event. Rather than get negative or punish, try to praise the attempt while analyzing where things veered off track. Think over or discuss with your team what happened, what you learned and what should be different next time.


When you create a culture of sharing failures as well as successes, you reward risk taking and learning--that's real leadership. The only time you should get punitive is when people continually make the same mistakes showing a lack of learning, when people fail to acknowledge their errors and when they are unwilling or unable to take the steps to fix the problem. The most successful organizations are built through steps forward and backward, course correcting along the way rather than meticulous planning and a straight line from A to B. So go ahead and fail and to do it spectacularly, just make sure you get up, dust yourself off and keep going!

Tags: Learn Everyday, Leadership

Procrastination Is Just A Part of Being Human

Posted by Chris Stathakis on Fri, Jun 26, 2015 @ 06:22 AM

procrastinationEven the best of us can get bogged down by the amount and magnitude of ideas we want to implement. Procrastination seems to be even easier to slip into the higher up on the ladder you are because many of your ‘to do’ items are more complex and there is always something else very important you can task yourself with to avoid that item you just can’t seem to get traction on.


“Ideas about overcoming procrastination with momentum are nothing new. There is probably a motivational cave drawing somewhere of a caveman breaking down starting a fire into manageable bits.”


Ideas about overcoming procrastination with momentum are nothing new. There is probably a motivational cave drawing somewhere of a caveman breaking down starting a fire into manageable bits. Remedies for procrastination have been thought about, spoken about and written about more times than I can count. There are innumerable adages, quotes and idioms that speak to this idea of something difficult getting easier once you get started.


How do you eat an elephant? One bit at a time.

A journey of a thousand miles must begin with a single step

A year from now you will wish you had started today


We tend to label procrastination as a negative thing but really, the reason we have so many offered remedies for it is because procrastination is such a near universal human quality. Every single person I know, leaders included, procrastinates. Do ants procrastinate getting their hills ready or do beavers put off gathering the sticks for their dams? I don’t think so. I think procrastination is a human problem because we operate less on instinct and more on thinking. Thinking is good and necessary, perhaps what we sometimes label as procrastination is simply our brain needing more time to chug through information.

"Procrastination is a human problem because we operate less on instinct and more on thinking." 

But quite often, we tend to over think things and can get ourselves so enraptured by the thinking, planning and doubting that we can get out of our own way and get started. Many times we want a certainty that is simply not possible. Sometimes when we avoid getting started, it is because we have created resistance in our own mind. Of course, I can remind you of the things everybody tells us when we are trying to overcome our own natural tendency to drag our feet, build momentum, break a big task down into smaller actions, don’t look for immediate results just build momentum…you get it.


Or perhaps, at least in some instances, you can just give in to this natural tendency to procrastinate and let it wear itself out like a toddler’s tantrum. What if the next time you didn’t feel like doing something, instead of scolding yourself to just get it done, you told yourself you didn’t have to? I think that sometimes we add to the process of over thinking and slow down our momentum even further by trying to strong arm ourselves out of it. What would happen if you gave yourself permission to put something off without another thought?




Tags: Learn Everyday, Leadership

Today’s Leadership Manifesto

Posted by Chris Stathakis on Fri, Jun 19, 2015 @ 06:00 AM

leadership_manifstoA manifesto is a declaration of intentions. Sounds pretty complex but I think sometimes simple lists can offer the quick regrouping you need when trying to stay on track and stay the course. Whether you are a CEO, a teacher, a politician, a parent or community activist, you are a leader and leadership rarely happens well without intent, an understood aim or purpose. So I think of a manifesto is things you want to keep in mind or remember on purpose.


More often than not, the most effective leaders have an intention and purpose that drive them forward. There are the big things and there are the smaller things, but they all matter and move you in the right direction. And unlike other official documents, your manifesto doesn’t have to be carved in stone, a lengthy tome for the ages. I actually prefer to focus my intentions on areas I need to work on based upon my own evolution as a leader, areas of my organization that really need my attention and especially what I see the people around me need. So today, it’s Today’s Leadership Manifesto, tomorrow it might be the Summer Fun Manifesto or Things I Mean To Do But Haven’t Manifesto. You are only limited by your imagination.


Where in your life as a leader might you benefit from taking pen to paper or fingertips to keyboard and writing the ideas that are important to your progress and that of the group you lead? Here’s my Today’s Manifesto, it might spark some ideas of your own. It’s not necessarily life changing stuff or even things you or I haven’t heard before, just the stuff worth keeping in my mind as I go through my day.


1. You get what you reward.


2. Do the hardest stuff first.


3. Say both thank you and no liberally.


4. Inspiring people requires that you set an example they’ll want to follow.


5. People always come first.


6. Hard work always pays off.


7. People crave purpose, give them one.


8. The best tools make the job easier.


9. If you cannot measure performance, you cannot manage it.


10. Make a list.

Tags: Learn Everyday, Leadership

The Leadership Toolbox: Insight and Outsight

Posted by Chris Stathakis on Fri, Jun 12, 2015 @ 06:04 AM

insight_outsightInsight has a number of meanings, but here, we are talking about developing a deep understanding of one’s self. Insight is an important part of emotional intelligence and can be very beneficial as a leader because when you can understand and accept yourself, it is far easier to extend these kindnesses to others. But in leadership, the other half of insight is outsight, or the ability to see beyond yourself, beyond your singular perspective.


“Outsight is the ability to see beyond yourself and your individual perspective.”


While insight is the ability to see and understand things within yourself, outsight is the ability to see external things more clearly. If insight can be viewed as developing an understanding of yourself, your motivations, preferences and perspectives, outsight is developing an understanding of others’ motivations, preferences and perspectives.


"When we can see beyond ourselves and seek to understand more about what is going on beyond us, we tend to make better decisions because we can see the bigger picture."


While insight is a critical part of your leadership skill set, outsight, though less talked about, is equally important because as leaders we so often manage large groups of diverse individuals. When we can see beyond ourselves and seek to understand more about what is going on beyond us, we tend to make better decisions because we can see the bigger picture. To illustrate the usefulness of both insight and outsight, imagine the following scenario:


You have two employees, Kathy and John, in conflict asking for your input. Insight into your own feeling about the conflict tells you that you really hate to be interrupted by an issue that from your perspective, they should be able to resolve without your involvement. If you act on this perspective alone, you might tell them to work it out on their own and leave you out of it.

But let’s imagine that you used outsight to uncover some of the feeling and thinking of both Kathy and John. You might uncover that Kathy feels like John is scared to make decisions and drags out issues that have a direct impact on her. Kathy feels like her momentum is slowed down by John’s hesitance so she leans on him. For his part, John feels pressured by Kathy but also remembers a time or two when you were angry and disappointed that he made a critical error. He gets nervous about taking decisive action.

If you follow just your insight and tell the two to figure it out, you might have them in your office again tomorrow and the day after that with a different version of the same issue rearing it’s head. On the other hand, if you use outsight to uncover at least some of John and Kathy’s perspectives, you could give Kathy some needed decision making power and reassure John that you expect some mistakes to happen and he has your support and trust. By trying to act with each individuals’ motives and thoughts in mind, you have a better chance of real and lasting resolution.


Insight can be developed through practice. In fact, insight meditation uses sharply focused attention on observing how your body feels and thoughts in your mind in order to develop a greater insight into what’s real versus what your mind creates. Like insight, outsight is something you can also get better at with practice. How can you work to develop outsight? Next time you experience or observe conflict or maybe even just an everyday interaction, ask yourself the following:


How do I feel about this?

How might my feelings on this differ from others?

What is most important to me?

What is most important to the individuals around me?

What am I inferring from this?

How might that be different from how others interpret the interaction?


In asking these kind of questions, and quite often this reflective thinking will happen after an interaction, we work on both insight and outsight. We pause to really understand how we think about things and then we push that understanding beyond ourselves to understand the ways in which others might see a situation. As leaders, this kind of practice can help us widen our view, see further past the horizon and help us better mobilize out people in the direction of our visions.

Tags: Learn Everyday, Leadership

In Defense of Fun

Posted by Chris Stathakis on Fri, May 29, 2015 @ 02:04 PM

summer fun leadership fun in the workplace creativityWith summer just a few short weeks away I thought it might be a good time to address a very, very serious topic: fun. Fun can all too often be a dirty word in the work world. Sure we talk about fun in the workplace, but we don’t always believe it. Especially as a leader, there is always so much to be done that fun can seem like a distraction or diversion from the business at hand. But “all work and no play” does in fact make “Jack a dull boy,” and fun is critical to your success as a leader.


“Sure we talk about fun in the workplace, but we don’t always believe it.”


Fun is fundamental, if you will, and an absolutely essential component of balanced leadership. Both inside and outside of your organization or workplace, fun can act as a supplement giving you the extra energy, stamina and creativity to problem solve and inject energy into your teams. It is important to get enough Vitamin F(un) day to day, but summer should be a time when you are making sure you get plenty of extra doses.


“Fun acts like a supplement giving you the extra energy, stamina and creativity to problem solve and inject energy into your teams.”


How does fun help us as leaders? First, fun helps spur creativity, which in turn benefits every single thing we do on and off the job. Fun gives your brain time to step away from immediate problems and chug away on big ideas. Have you ever been in the middle of a great vacation and your brain just starts churning out great ideas? That’s your relaxed brain chewing on all the information you have given it and it’s nearly impossible to do when you are in a state of constant problem solving. Your brain gets to get creative and create entirely new things to think about!


“Fun gives your brain time to step away from immediate problems and chug away on big ideas.”


Second, fun allows you to recharge your batteries. This is essential as a leader because everyone in your organization draws on you as a power source. If you aren’t fully charged, giving others energy to reach your vision can be impossible at worst and inefficient at best.


“As a leader, your team draws much of their energy from you.”


And finally, there is the issue of fun and work/life balance. Sure we as leaders typically really enjoy working and feel internally rewarded by both the process and the outcome of our hard work. And yet, if we can step away and have fun, take a break, go on vacation, what are we really doing it all for? So with summer on the horizon, if you don’t have anything planned yet, plan it. If you haven’t had fun in awhile, ask yourself what you can do to get your recommended dose of Vitamin F.

Tags: Culture, Learn Everyday, Leadership

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