by dlavieri
lent technical writer. Sarah enjoys reporting on complex situations, and she’s proud of her ability to present complicated data in a clear way.
Sarah loved her job preparing reports for a large institution, but she felt
panic-stricken when she suddenly was made manager of her department.
Although Sarah maintained high standards in her own work, she didn’t know
how to articulate those standards for use by her team members. She said that
she wanted them to do excellent work, but she struggled to describe what
“excellence” would look like.
During coaching, Sarah decided to put her writing skills to work to assist
her team. She drafted detailed checklists as a way to lay out the key elements of three of the group’s routine reports. Sarah used the checklists not only
to serve as report templates, but also to encourage a dialogue with her writ-
ers. First, she invited them to improve her drafts. Then, after the first round of reports was completed, she convened the team to revisit the checklists,
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use those Amazing checklists
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evaluate their usefulness, and suggest ways to make them even more help-
ful and complete. At the start of her new job, Sarah felt shy about criticizing the work completed by her former peers. But by focusing discussion on the
checklists, she was able to establish standards of excellence without making
comments that felt personal.
The extraordinary power of checklists attracted public attention in 2007,
when the World Health Organization (WHO) urged operating room person-
nel to save lives by using one during surgical procedures. The WHO “Surgical
Safety Checklist” specifies 19 steps, some as basic as confirming the patient’s name and the scheduled procedure. Although all the steps are routine, research showed that without reliance on a checklist, even experienced surgeons might
miss at least one step. According to the WHO’s Website, a 2009 study found
that its surgical checklist “reduced the rate of deaths and serious complications during surgery by more than one-third across all eight pilot hospitals.”
The operating room checklist process is much like the procedure that
airplane pilots have followed successfully for decades. Proponents say that the aviation checklists not only prevent busy or distracted crews from forgetting steps, but also promote communication and teamwork.
Checklists promote safety, accuracy, and speed
In professions where lives are at stake, protocols increasingly call for checklists because they break complex projects into manageable parts and combat the
human tendency to take shortcuts. Checklists are low-tech tools that can also help the rest of us to become more effective. Here are examples of ways that
you might use checklists to make your work go more smoothly:
→ Shape reports. Use checklists to specify the content, style, and
organization of routinely prepared documents.
→ Assure accuracy. Whether you are writing or editing, check-
lists can promote thorough fact-checking with questions like,
“Have you checked the spelling of all names?” and “Are the
quotes accurate and properly attributed?”
→ Organize events. If you plan meetings, conferences, or par-
ties, smooth the process with a comprehensive planning list.
Note every possible element, from invitations and RSVPs to the
nametags and the menu. After each event, review your standard
checklist to make sure that it addressed every development.
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→ Get packing. Though some checklists include tasks and proce-
dures, others simply describe items that you might need. Ease
your travel anxieties with a standard list of everything that you
might want to take along on a trip.
→ Consider candidates. Whether you are hiring an assistant or
choosing a service provider, make a list of the skills and exper-
tise that matter most to you. It may be easier to make a decision
if you use the same checklist to evaluate each option.
→ Assure best practices. Checklists can help you avoid mistakes
in challenging situations like conducting a difficult staffer’s
performance review or running the annual meeting. And emer-
gency checklists can help you rise to the occasion if the worst
occurs, whether the building is on fire or the CEO makes a
public relations gaff.
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overcome Big
Project letdown
I wasn’t surprised when my client Lisa* cancelled our phone meeting because
I knew she was completing a big project. Her assignment was to organize
a large conference, accompanied by a media blitz, designed to launch a new
product for her company.
From what I read online, the conference and all the surrounding hoopla
were a success. The activity reached a crescendo on a Friday, and I expected to speak with Lisa during the following week, when I hoped she’d be enjoying a
victory lap around the corporate headquarters.
But when we finally spoke, Lisa was on the verge of tears. She couldn’t
forget the tiny things that had gone wrong, and she worried about people who
might be disappointed. On top of that, routine marketing work had piled up
during preparation for the product launch and the tall stack of requests now
felt daunting. Lisa needed a plan to quickly get through the backlog, but she was reluctant to ask for extra work from her exhausted staff. Lisa had a bad
case of Big Project Letdown and this is what she felt:
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→ Exhaustion. Because the project was so important, Lisa had
been working long hours without taking time out for her nor-
mal life. At night she was tossing and turning. She’d quit going
to the gym, she hadn’t spoken with her girlfriends in weeks, and
she couldn’t remember her last quiet dinner with her husband.
→ A sense of loss. Although the project had been rewarding, it
had also been invigorating. For its duration she was included
with the senior team, and for the first time she spoke frequently
with her CEO. And though the pressure was on, her staff rose
to the occasion, following her lead and making her proud. Now
that the big push was over, everything felt dull and flat. The
prospect of tackling overdue routine work felt like drudgery
compared to the creative activity involved in the special event.
→ Depression. Lisa realized that she was tired and also frustrated
at the thought of turning to all the overdue tasks. But she felt so
very blue that she was disconcerted. She said, “I know it was a
success, so why do I feel so awful? What’s wrong with me?”
you can manage Big Project letdown
Lisa felt better as soon as she realized that it’s normal to experience a sense of anticlimax after you’ve made a big effort. One reason is that during a big push your brain chemistry changes to help keep you going. Perhaps your dopa-mine spikes in a major meeting, or working with the big boss triggers your
serotonin. But when your mood-enhancing chemicals return to their normal
levels, it feels like something is wrong with your world.
After taking a day off, Lisa gradually bounced back from her postproject
crash. Since then, she has learned to plan
ahead to assure a speedy recovery
after each major event. Strategies like these helped Lisa and can help you to
avoid or recover from Big Project Letdown:
→ Manage expectations. Part of Lisa’s problem was that for
weeks she told people, “I’ll get back to you right after the con-
ference.” So when she came into the office that Monday, a bar-
rage of “can we talk now?” messages made her feel like she was
under attack. These days she uses project management software
to help make realistic commitments about when her team will
fulfill routine requests after a special event is over.
overcome Big Project letdown
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→ Take breaks. Lisa’s unrelenting pace disrupted the pattern of
her life, causing stress at home and in the office, and keeping
her awake at night. Now she has learned to keep up her fitness
routine and build some quiet time into her schedule. She has
found that taking regular brief rests, including quick outdoor
walks, can help her stay calm and feeling creative.
→ Plan ahead. Lisa is happier if she is looking forward to some-
thing. When there was nothing new on the horizon after the
conference, the future felt bleak. So now she lines up inter-
esting projects and fun events down the road. By planning
activities and vacations far in advance, she always has some-
thing to anticipate.
→ Debrief. One thing that helped Lisa is that, immediately after
the conference, she and her team carefully reviewed what went
right and what could be improved in the future. By examining
the project details, she had a good understanding of the many
things that went well, as well as of ways to be even more suc-
cessful next time. In the following days, when she had moments
of feeling like a failure, she was able to snap herself out of it by
remembering the evidence of her success.
→ Celebrate. Lisa realized that she probably wasn’t the only
one who was feeling down in the days after the conference.
She wrote notes to the many people who had helped, and she
scheduled a festive lunch to thank team members for their hard
work. She continued to celebrate by taking her patient husband
out to dinner. As she drew other people into her celebration, her
satisfaction with the success continued to grow.
It’s normal to feel emotional after a significant project or a long-anticipated event. Sometimes the best way to move forward is to notice what you are feeling, and maybe even write about it. And look for ways in which the end of one big project can be transformed into the start of your next one.
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know when to
forget about status
Initially, my friend Robert* was excited when his company offered him an
opportunity to move to a different kind of job. He told me that he’d been
bored at work for years and the new position could put him on a career track
with more interesting opportunities than in his current role. But then he saw the problem. Although the transfer would bring Robert a small bump in pay,
it would mean losing his “vice president” title.
I felt sorry for Robert. He had a chance to try something that looked
exciting, but he was tortured by the thought that his colleagues would think
he was being demoted. And so he was about to decline the offer, even though
he was sick of his dull, topped-out VP position.
Soon after Robert and I chatted, I read a compassionate passage in
Michael Korda’s entertaining book Horse People. Writing about the herd behavior of horses, Korda said, “However peaceful horses may look grazing in
their fields or dozing solemnly on their feet in their stall, they are always busy, in the sense that their mind is constantly aware of their status, and brooding over anything that might seem likely to change or challenge it. In short, it
ain’t easy being a horse.. ”
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know when to forget about status
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That’s just like Robert and many other people. As social animals, humans
may become preoccupied by their status, fretting over anything that chal-
lenges it. They might even pass up a wise move because others could regard it as a step down. In short, it ain’t easy being human.
Unlike herd animals, however, we don’t have to always give in to the pres-
sure from the crowd.
Of course, it’s normal to want respect from our colleagues. In his classic
theory of human motivation, psychologist Abraham Maslow identified the
need for esteem as a basic driver of human behavior. And leaders understand
how important it can be for team members to feel accepted and valued by
the group.
At work, the desire to look like a winner can keep us hustling when we
secretly want to just throw in the towel. And praise and appreciation from our peers can make it all feel worth it once a big effort is over.
But although the desire to move up and look good can bring energy to
your career, it also can lead you astray. There are times when the wish for
status or accolades can waste your time or lead you to the wrong choices.
Here are five situations when the wiser move may be to let go of your all-
too-human yearning for standing or prestige:
1) When you’re the leader. Have you worked for a manager who
was preoccupied with the trappings of her position? Perhaps
she’d insist on an early meeting, but then show up late and play
with her phone once the discussion began. Weak leaders may
play power games to underscore their high title. Stronger leaders
tend to treat everyone with respect, focus on the work, and forget
about symbols of rank.
2) When you get a promotion. In the first months of a new role,
it may be tempting to talk a lot in order to demonstrate your
qualifications and knowledge. And it can feel reassuring to show
off the power that comes with senior standing. But now that you
have the position, be modest about it. Instead, concentrate on
listening, learning, and building relationships.
3) When a job change could bring opportunities. The idea that
your career should keep you moving up some kind of hierar-
chical ladder is old-fashioned and can be self-destructive. These
days, our long professional lives are more complicated and may
include lateral shifts and even fresh starts. If you’re starting to
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Think Like an Entrepreneur, Act Like a CEO
feel stuck or insecure on your current track, be open to a change
in direction. A short-term loss of grade or title is a small price
to pay for a shift that could recharge your professional life. Tell
yourself to put aside concerns about what other people think.
Eventually, smart observers will recognize a good strategic move.
4) When you’re ready to reinvent yourself. If you want to
smoothly navigate a major work-life transition, the starting point
may be your willingness to look like a beginner. I struggled with
this when I chose to retire from law and business and start a new
career as an executive coach. As an attorney, I drew confidence
from my areas of expertise. I had to reframe my thinking before
I was comfortable going back to school to learn somethin
g new.
5) When you feel anxious or obsessed. It’s healthy to want respect
from others, but self-respect is even more important. If you need
public recognition in order to feel good about yourself, it may be
time for reflection or counseling. A neurotic need for prestige, or
an outsized fear of embarrassment, can make you miserable and
jeopardize the success you want so much.
Even if we’re not teenagers anymore, we want to look cool. But healthy
grown-ups understand that working our way into the “in” crowd is mostly a
game. One way to keep your need for prestige under control is by staying in
touch with the things that matter to you most in life. Keep focusing on the
big picture so it won’t be so hard to stop worrying about status symbols when they’re holding you back or tripping you up.
And if you’re tired of your team members’ preoccupation with the petty
symbols of their standing, have a little compassion. Fretting too much about
rank can be an indicator of pain. Remember: It just ain’t easy being human.
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to lead without
Authority, know How
to Herd cats
do you know how to run a committee in a way that gets things done? Or
to direct a work group when you don’t really have a manager’s authority?
Much of the work getting done today comes from fostering collaboration
among people who don’t share identical goals. But whether you’re brainstorm-
ing a start-up with entrepreneurial pals, chairing a committee, or serving as counsel to a blue ribbon panel, leading folks who don’t report to you can be
frustrating. It can be like herding cats.
A person who is adept at leading across functional, political, and organi-
zational lines is my friend and longtime mentee Sherry Little. In 2009, Sherry became a founding partner of Spartan Solutions, L.L.C., a company that
develops and administers large infrastructure projects. As a result, Sherry often plays a lead role in the creation of public-private partnerships to build things like subway systems, trolley lines, or ferries. Sherry learned political skills as a senior staffer in the U.S. Senate, where crafting transportation legislation 187