People bring their whole selves to work. We simultaneously navigate work and life, and experience the time pressures and emotional pull of each. Accordingly, our program addresses both personal and professional content to enable impact in both realms.
To Do lists guide our lives — what we prioritize, what we aim to accomplish, how we measure our productivity. When we attempt to navigate two systems – work and life – our To Do lists grow exponentially, – especially in The Cram it All in Years No amount of reordering and re-prioritizing will make life manageable.
Part 1: The Supposed To’s @home
These are the demands we put on ourselves which create undue burden, often based on unattainable goals externally set through social and cultural influences, family, media, etc. We share the evidence-based concept of “ought” versus “actual” self, which helps participants to recognize the fantastical standards they strive for, allowing them to “see” and subtract those that no longer serve them.
Part 2: The Supposed To’s @work
The Supposed To’s we take on at work drain energy and create development and time traps. We reflect on work styles that were effective previously, but are no longer helpful, or we reconsider expectations that are no longer relevant or true. By illuminating these Supposed To’s @work, we enable participants to “see” and subtract those that don’t create (enough) value and limit our success.
Part 3: The Invisible Load @work
As individuals move from entry level roles and are transitioning to a leadership mindset, the propensity to avoid distributing labour at work is common. As successful leaders know, it thwarts individual and team growth, efficacy and drains capacity and the opposite, i.e. effective distribution of labour, has proven to contribute to organizational success. In this chapter, we focus on ReMinding Delegation, which takes a holistic approach to transferring responsibilities, starting with survival strategies that we hold on to that can act as barriers to transferring control.