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Because I’m 50

warning 50


I’ve waited 50 years to for this moment. It took 50 years to reach a point of appreciation, understanding, acceptance and/or agreement with a variety of life lessons that I have been taught, told or experienced.

Sitting here this morning I realize that 50 is more than a birthday – it’s a platform, it’s a stage, it’s a milestone. In my opinion, reaching this milestone gives me the chronological credibility to share some lessons learned. Sure, I could have shared this at 49, but it just feels better sharing it at 50. For some, this will be news, for others it will be validation and for many more it’ll be comic relief.

So, here we go – what can I tell you about 50?

  1. I have to monitor my “Discretion Filter”. Things I used to think in my head, I just say it out loud in real-time.
  2. I have a bedtime again. When I was 35 I never said, “That’s past my bed time.” Going to an event in my 30’s I would ask, “When does it start?” Now I ask, “When does it end?” It has to be really special to keep me out past my bedtime.
  3. Hair stops growing where it should and starts growing where it shouldn’t. I don’t understand the functionality of hair in noses or on ears.
  4. Things that should stay soft get hard and things that should be hard start to get soft. I went to get a pedicure and my heels were rock hard. What did you think I was talking about?
  5. Hire a food taster. I swear someone is putting something in my food the older I get, because it’s now making me sick. Honey Buns never upset my stomach when I was in Middle School.
  6. I watch my children eating food that I wish I could eat again. Those teenage sons can eat anything and not gain an ounce of weight? Sometimes I just want to mush them in the face.
  7. The attractive young lady in the store makes eye contact, smiles and walks my way.  I secretly say to myself, “I still got it” – then she says, “Sir, aren’t you Doug’s dad?” I cuss under my breath and go home and mush my son in the face.
  8. You start drinking coffee for more than just the taste. Especially early in the morning. That’s all I’ll say here – if you’re over 50 you should understand.
  9. In my 30’s the only “Regular” I worried about was the gasoline in my car. (See #8 above to figure this out). Still don’t know? Ask someone over 50.
  10. Sometimes I go to the gym and sit in the locker room and just talk to people for an hour. Hey, at least I go to the gym.  All of you know that one dude that you never see working out, but he’s always in the locker room getting undressed and talking to everybody?? I bet he’s over 50.
  11. “Because I’m 50” is now the standard answer to justify whatever I want or do. But this only works on people 49 or below.

Happy Birthday to ME.

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How I Remembered to KISS at The #UP2015 Conference


As a conference speaker I normally show up to an event, meet and greet as appropriate, step on stage, share my experiences/thoughts, exit the stage, network, and then exit the building – on to the next event.For me, the experience generally centers around speaking and sharing relevant experiences/thoughts with the audience to help them increase their performance.  Seldom do I get to be a participant at the conference.

Yesterday I spoke at the first UP (Unlimited Possibilities) 2015 Conference for the Greater Augusta Regional Chamber of Commerce.  In this case, I didn’t have an immediate “next event” awaiting my arrival, so I decided to shake up my routine – I decided to be a participant.  When my keynote and breakout session was completed I picked up my conference bag (yes I played the full role of the participant) and headed to my workshop of choice.  I decided to attend a workshop, taught by Brian Mininger, with an intriguing title: Keep It Simple Stupid (KISS).

My introduction to the KISS concept was during my younger days in the USAF.  I had one particular training instructor, can’t remember his name, that loved to espouse the values of KISS.  Keeping it simple was the key to success.  He reminded us not to overcomplicate things and, as only a training instructor in the military could, he had a not so subtle but memorable way to remind us when we were violating the principle of KISS.  So maybe I attended this workshop as a throwback to the good ol’ days or maybe Brian laid the bait just right to peak my curiosity – either way I was there.

Brian’s workshop didn’t disappoint me.  He, like my training instructor, espoused the values and benefits of keeping it simple.  He didn’t present any complicated, convoluted formulas for success, nor did he cloak his nuggets of wisdom behind a veil of mysterious analogies or metaphors that serve as pieces of a puzzle that only few could put together.  Brian’s information was new to some and a refresher to others – it was practical and relatable for business owners.  I’m compelled to share a few of the lessons learned with you.  So here they are, 3 things Brian taught/reminded me:

  1.  If you don’t find and honor the thing that brings you the greatest joy and fulfillment, you’ll spend your life punching a clock.  I don’t know about you, but I’m not a clock puncher.  Focus on those things that give you energy, not those that drain your energy.  What’s your passion? 
  2. If you don’t pay attention to your market, that lack of attention and knowledge will put you out of business.  What are your market/industry trends telling you?
  3. Figure out what people need, even if they don’t know they need it. Find out what keeps your customers up a night.  What do you know about the needs, interests and frustrations of your customers? 

The beauty of these three lessons is in their simplicity.  Sometimes there’s a tendency to devalue the simple and overly value the complicated, after all if it’s too simple anybody could do it, right?  That’s exactly the point – anybody can do it, so do it. Your success and the success of your business depends on you doing the simple things.  I suggest you consider how the above lessons and questions can help you strengthen your performance as a business owner/leader and the overall performance of your business. I thank Brian for reminding me that I’m still able to keep it simple.

What are some additional words of wisdom you’d share with business owners/leaders?  Remember, KISS!!!!

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Lessons from Cynthia Radford – SCANPO #NPSummit2015

This morning Cynthia Radford kicked off the SCANPO conference by giving us a great overview of the Leadership Challenge.  Cynthia did a phenomenal job condensing two days of information into 2 hours of meaningful and enriching dialogue.  For those that could not be in attendance here’s a snap shot of what I heard/learned.  Hope this is helpful to you.
  1. Leaders are ordinary people doing extraordinary things.
  2. The 4 qualities of admired leaders are: Honesty, Forward Looking, Inspiring, and Competent.
  3. There’s a deep human yearning to make a difference.  Leaders set the stage for people to meet this need.
  4. Our job as a leader is to get everyone pointing in the same direction.
  5. Leaders are expected to be credible and have a vision.
  6. Leaders get people to struggle together toward the same goal/cause.
  7. Clearly articulated goals can draw other people in. Engaging opportunities can pull folks in to serve a greater cause.
  8. We must learn how to put common sense into common practice.
  9. Leaders must predict the impact of change.
  10. A desk is dangerous place to try and see the world.  Get out there and look around. Can’t stay tethered to the desk.
  11. We need competitive compensation packages to attract and retain high quality, competent people in the nonprofit sector.
  12. Asking disruptive questions requires courage.  It may aggravate people, but it must be done.
  13. Leadership isn’t a solo act.
  14. Trim back the bureaucracy and cut back the silly rules when you can.
  15. If we show trust in others, it’s usually reciprocated.
  16. Folks who can’t trust others will never be effective leaders.
  17. Life begins at the edge of your comfort zone.
  18. Reflect on your experiences to discover what enables you and what disables you.
  19. Active listening will build trust and collaboration.
  20. What’s the most meaningful way I can recognize someone?  Great question to consider. Think about the ways that you say thanks in authentic ways.  It doesn’t have to cost a lot.
  21. Sustainable organizations cultivate leadership at all levels.
  22. Love em’ and Lead em’

The above nuggets of wisdom should serve as a reminder of what we’re able to do to improve our leadership effectiveness.  Thanks Cynthia.

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Creating a Collaborative Culture

Are you dealing with a toxic environment within your workplace? Can your employees barely tolerate each other? Do you fear that your employees are one miscommunication away from recreating a scene out of Lord of the Flies? Well it sounds like you are struggling with creating a collaborative culture and your employees are suffering as a result.

According to Inc. Magazine, “Building a collaborative culture requires defining and building a shared purpose, cultivating an ethic of contribution, developing processes that enable people to work together in flexible but disciplined projects, and creating an infrastructure in which collaboration is valued and rewarded*.”

While we agree that refining processes, systems, and structures contribute to a culture of collaboration there are two things that carry greater weight: strong leadership and healthy relationships. A team without a strong leader is like a rudderless ship, adrift in the wind. And what will happen to that ship? Well, we don’t know and neither do those on board. The ship ends up wherever the external forces determine. In addition, a team without healthy relationships is like a puzzle with pieces that refuse to stick together, even when they fit. Either way it is not a good situation to be in. But when leaders understand and commit to setting the right tone, and relationships are valued, it lays the groundwork needed to build a culture of collaboration.

Think of building a collaborative culture as Teambuilding 2.0. And truly fostering teamwork among your employees is more complicated that just getting them to be civil to each other. Perhaps everyone does get along great within your company. But even though everyone smiles at each other, and no one’s birthday is ever forgotten, somehow nothing ever seems to get done. And just because everyone gets a cake on their birthday does not mean that you are fostering teamwork. A truly successful work environment means more than cake. It means getting things done with and through others. Here are some of the most common challenges that leaders and teams face:

  • “We can’t serve our external customers because we haven’t figured out we’re each others’ internal customer first.”
  • “How can we collaborate with other organizations when departments, divisions, and units within this agency don’t even collaborate with each other?”
  • “Our culture is too toxic to be collaborative. We don’t trust each other and everyone thinks their way is the right way.”

Leaders and teams that are successful at cultivating a collaborative culture demonstrate several traits and characteristics:

  • They are believable. When we’re believable, people have confidence in our words and intentions. We increase our credibility and trust in each other. When the leader is believable the team not only trusts the leader, they trust each other.


  • They are teachable. Teachable means we are ready and willing to learn. We have the capacity to be instructed and then grow from the lessons learned. When the leader is teachable the team is teachable.


  • They are accountable. Accountable means we acknowledge that we are obligated to accept responsibility for our actions and required to answer to someone. When the leader is accountable team members increase expectations of self and others.

So are you struggling with cultivating a collaborative culture? If you ask the right questions and look in the right places sooner or later you’ll uncover culture killers within your team like: lack of trust (someone’s not believable), lack of listening (someone’s not teachable), or lack of results (someone’s not being held accountable).

The Weathers Group is a 12-year-old management-consulting firm based in Columbia, SC that specializes in organizational development, executive coaching, and facilitation. So if you’re tired of living in a Shakespearian tragedy and want to start creating a collaborative culture, let us know. We’ll provide the support to ensure that your company’s future is a bright one.


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Where’s the Synergy?

“What I want is synergy, I can’t really explain it, but it’s a feeling among team members that let’s us know we’ve got it – I want that feeling, I want synergy. “

I’ve heard the above quote, or some variation thereof, from leaders and team members more than I can recall. So many are in search of this mysterious element that we believe contributes to relationships and team performance called synergy. Like a mythical creature, we’ve all heard of it, some have attempted to find it, and a few claim to have seen it.

What is synergy? Where does it come from? Where does it start? What keeps it from staying once it appears. Can we mandate it? Maybe we can make people synergize. Sounds like something out of Star Trek, huh? Perhaps if we put it in a policy people would do it. What’s your company’s synergy policy? Do you have one? Of course you don’t.   Seriously, what is this synergy thing?

The most simplistic definition of Synergy can be captured in two words – Working Together. But I want to take it a little deeper. I believe synergy is more than working together; it’s how we work together.

It’s the spirit in which we work together, it’s that elusive feeling we all yearn for on our teams, it’s the “it” factor. It’s when the right people are doing the right thing the right way for the right reason. It’s when people want to be on the team together. It’s beyond a job, it’s journey. Synergy arises when my strengths compliment your weaknesses and vice-versa. Synergy appears when I know my contribution matters and you know your contribution matters and we know each others’ contribution matters. Synergy is birthed when we click, when we fit. Synergy appears when we’re inclusive and value the pool of diverse perspectives, experiences, and expertise among the team.

Synergy is evidence of a selfless team – members don’t compete with each other, they compliment each other. Synergy among team members is like chemistry in a relationship.

So what does all of this mean to leaders and team members?:

  1. When building your team, place a priority on the relationship over the resume. Yes, certain qualifications are important, but last time I checked, resumes don’t work together, people do.
  2. Make sure everyone knows how his or her part contributes to the whole. No role is insignificant – every position on the team matters.
  3. Find people who want to be there. Nothing will destroy synergy quicker than people with a “have to be there” attitude – they become toxic to your culture.

Tell us when and where you found synergy.  When have you been part of a team and felt the synergy effect??

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How Technology is Changing Teambuilding

Technology has come a long way in the last decade, and this IT revolution has dramatically changed the way that teams work on projects. Instead of wasting days commuting from one plant to another on costly business trips, teams can now work online to collaborate and share ideas. Companies that use video teleconferencing technology have a competitive advantage on other companies who rely on the old-fashioned methods of business. Today, you can share files, work on presentations real-time and exchange information in the blink of an eye. Whether you are in the nonprofit, government or corporate sector, you will benefit from the rapid expansion of information technology capabilities to strengthen teams.

Team building that is conducted online lets a company reach more of the members in the organization. With video teleconferencing capabilities, there is no need to budget for travel, hotels and meals. This allows a company to include more of their junior employees and emerging leaders. Companies can find opportunities to develop key players who would not have been involved in these workshops or seminars in the past. This allows a company to leverage their human capital to a degree that has never been seen before.

It is documented that team building increases a company’s performance since employees are bought in to the vision and mission of the company when they feel like they are contributing to the end goal. Technology has made it easier to conduct governance tasks that need to be completed on a regular basis. This saves time. It also allows senior executives to spend their time focusing on other areas of importance. Some leading companies use teleconferences as an opportunity to get all of their team members on the same page. If a project needs to get done in a hurry, it is easy to log in or dial in and start the information exchange process.

Whether your company is looking to improve leadership from your mid-level managers or you need to figure out ways to capitalize on cross-sector synergies, the Weathers Group can offer you solutions that will help your team improve their overall performance. A company’s strength should be its human capital, and today’s latest IT trends have made it easier than ever before to build teams. This teaming empowers your workforce. Teaming also allows you to take on more complicated projects that offer a larger return on investment.

How has technology impacted your teambuilding efforts????

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Listen, You Might Just Learn Something

There’s something magnificent about the art of listening – especially for those in a position to lead or manage others in pursuit of a goal or objective. For instance, one time a client was considering changing their mission statement. The organization had been in existence for over 75 years and they weren’t sure if the mission was still relevant. The individual members of the Board of Directors had strong opinions to change or not to change, and the CEO had their own opinion as well. There was fear and uncertainty because no one was quite sure how a change in the mission statement would impact their brand and image in the community. This is precisely why the Board and CEO decided they needed to ask their stakeholders for their opinions. Before making such a monumental decision they agreed to seek input and guidance from staff, clients, the public at-large, former board members, donors (this is a non-profit), vendors, partner agencies, and even adversaries. They asked, they listened, and here’s the magnificent part – they learned. The lessons they learned were numerous – I’ve chosen to share the following 3 with you. Whether you’re a Fortune 500 company, a County Council or a nonprofit, I’m confident there’s a lesson in here for you.

  1. Listening Requires a Dose of Humility. It takes humility to admit, someone knows what you don’t. “I don’t know”, isn’t a very popular phrase you hear taught in leadership and management classes. In this situation the leaders had to admit, they didn’t know what to do – they were teachable. Even though the ultimate decision would be theirs they felt others might have some insight to guide their decision. Imagine, a Board and CEO asking staff members and clients for their opinions. Humility provided the space for them to learn that all their stakeholders had valuable input that came from perspectives they would have never seen or considered.
  2. Listening can Remove the Guesswork. Some were hesitant to change the mission because they thought they may lose donors, funders, or confuse the community – they weren’t sure if this would happen, but felt strongly it could. By asking, listening, and learning from their stakeholders they removed much of the guesswork. Though they didn’t talk to every individual in the community, they got feedback from a representative sample that would let any statistician sleep well at night. In one case one of the primary donors that some feared would walk away, applauded the fact that the Board was, “Considering their relevancy and demonstrating their willingness to reconnect with the community.”
  3. Listening Builds Trust. High-Trust is the foundation of any functioning relationship, team, organization, or company. Listening builds and breeds trust because you demonstrate to others that they matter, their opinions matter, and their thoughts matter. If people feel like they don’t matter then they won’t trust you. In some instances when stakeholders were asked for their perspective during this project they used it as an opportunity to “say what was on their mind.” And trust me, they said it. This contributed to building trust because the board, CEO and other leaders listened to understand – not respond. Listening didn’t mean they were going to do everything everyone wanted them to do.       It meant they were going to seek, receive, and thoughtfully consider the input to help form their decision. When the ultimate decision was made, one reason stakeholders supported it was because they were part of it – it was easier to trust a decision that you played an integral part in making.

Listening will result in several positive benefits for the teachable individual, team and organization. Remember, listening requires humility, removes the guesswork and builds trust. Take the time today to listen to your stakeholders. You might just learn something. Oh by the way, they successfully changed the mission statement after listening to their stakeholders.

These are just a few of the benefits of listening. Do you have any others to add? Let us know in the comments.


Additional Resources to Enhance Your Listening Skills:



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How to Communicate with Donors & Supporters

IMAG2832Do you know Ron Barb? Chances are you don’t, unless you’re from Logan County Kentucky or you work in the plastics industry. I didn’t know about Ron until today, when I read an article on newsdemocratleader.com that referenced him and the great work that he’s leading in Logan County. I was so impressed that I decided to share the article with the world – particularly those that work or volunteer in the Not-for-Profit, Independent Sector.

You may be wondering what can not-for-profits learn from a plant manager in the plastics industry. More than you realize my friends, more than you realize. You see Ron is the chairperson for the allocation committee for the United Way in Logan County. This isn’t his full time job – it’s a volunteer position that he assumes, like many others across the country, that are committed to doing what they can do to positively impact their local communities.

There are a few things that Ron and the entire team at the United Way of Southern Kentucky got right with this article that I think needs to be highlighted for the benefit of others in the sector – and not just United Ways, but anyone that’s attempting to communicate their value to stakeholders:

  1. The messenger is just as important as the message. Notice, the article isn’t referencing the CEO of the United Way or the other staff. They’re talking about Rob Barb, the volunteer committee chairperson, who has a full-time job as a plant manager. Sure the CEO could have been featured, but there are times when all organizations need to be strategic about whom the message is coming from. Last time I checked, plant managers are pretty busy people and the fact that Ron Barb devotes a portion of his valuable time to the United Way’s efforts speaks volumes to others regarding the importance of servant leadership.
  1. Thank donors/supporters in a meaningful manner. Ron does a phenomenal job thanking them and connecting them to the work of the United Way and their partner agencies. Consider this line from the article, “Your contributions have helped reach 7,956 individuals in Logan County last year alone, out of a little over 27,000 people in the county. You should be proud of yourselves.”  His message is directed to the Fiscal Court – a public body within the county – and Ron is thanking them and showing the impact of their contribution in a public forum. This is a meaningful “thank you” because public bodies get their fair share of public disgruntlement and disagreement, therefore it’s nice to appreciate them in public and give them a space to show the good they do.
  1. Quantify the good that was done. In this article, Ron is giving an update to the Logan County Fiscal Court on the impact that the United Way and their partner agencies are making through the supported allocated via the Fiscal Court. He’s telling a story where their involvement extends beyond a contribution; they are part of a solution, a story, and can be proud of their efforts.   He doesn’t just give them abstract statements like, “you made a difference” or “you helped change a life” or “the community is a better place” – he quantifies the difference, the better and the change.   Some examples include:
    1. 1,040 youth in Logan County received sexual assault prevention education services through United Way partner agency Hope Harbor.
    2. 293 nursing home residents received visits and complaint resolution services from the Barren River Long Term Care Ombudsman program resulting in improved quality of life, quality of personal care, interpersonal skills, and socialization.

Thanks to Ron Barb and the entire United Way of Southern Kentucky family for reminding us of how to communicate with our donors and supporters – great lessons and reminders for all of us. I suggest you read the full article at the link below – you may find some additional lessons.


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The Value of Time Off


During a recent coaching session a young lady shared with me a challenge she faces on her job. Let me start by saying that I don’t get the sense that she’s a serial whiner or complainer, neither do I get the sense that she doesn’t like her boss and is just looking to rock the boat. After spending time coaching her boss and fellow employees I get the sense that she really loves her job, but she has a challenge that’s wearing her down, threatening her morale, and causing her to question her value.

Things are great at her job until it’s time for her to request time off. Even if she requests time off in advance she gets, in her words, “grief, griping, and groaning.” She feels that she does a great job, I’ve seen her work therefore I can concur, so she feels that time off every now and then for life events such as getting married, a child’s doctor appointment or meeting with a child’s teacher at school shouldn’t be that big of a deal, especially since the job doesn’t require face-to-face client contact. She can catch up on any lost administrative time later in the evening at work or on Saturdays, but. her boss doesn’t like the idea of this. In the words of her boss, “She’s paid to be here from 8am – 5pm, so I want her here from 8am to 5pm.”

Notice the language used by her boss – “She’s paid to be here…” After talking to her boss, I realized they had been dealing with the symptom not the problem or its root cause. This whole challenge of requesting time off is really about different expectations of what work is, what work looks like, and what people are paid for. For instance the young lady would frequently say, “you don’t pay me to be here, you pay me to get things done and whether I’m sitting here or not, I’m getting those things done and more.”

There are several lessons we all learned during this:

  1. In some cases, there are generational differences in the way we define and describe work; this was definitely the case here. The boss (in her 60’s) was taught and therefore believed that work was about being in a place for a certain time period and if you weren’t in that place for that period you weren’t working. The employee (in her 20’s) believed that she needed to be in a place for a period of time, but that didn’t define or constrain her work space. There’s a difference between a place of work and work space. Many baby boomers are accustomed to going to a place of work. Many millenials thrive when they are allowed to be creative when defining their work space.
  2. The term “boss” is one of those words that’s beginning to get some resistance because it creates a mindset between the authoritative figure (boss) and the subordinate (employee) – when’s the last time you heard someone referred to as a subordinate? My point exactly. I’m not anti-hierarchy and yes, the buck must stop with someone, however I believe the culture of having a “boss” versus the culture of being a leader are two different things.
  3. The third lesson we learned is that people have lives. As areas of their lives evolve it will have an impact on other areas of their lives – so yes, home life will have an impact on work life. This notion that my home life never impacts my work is a stretch for the average person’s reality.
  4. Some of us have been conditioned to give more credence to the activity than the accomplishment. The average employer evaluates or assesses an employee’s performance based on “activities performed” not “results accomplished”. Activity is the means, accomplishments are the results – many workplace disagreements arise from the fact that supervisors and managers believe that controlling the means guarantees results. That’s not the case in many places. When possible give your people the opportunity to modify the means and watch results soar. This takes courage and humility.
  5. Employees don’t necessarily consider their paycheck as a sign of the value they provide. The young lady in this story made very good money, but regardless of the check, she felt undervalued because her boss couldn’t see the commitment in her willingness to work from home to make up for lost time and the fact that all of her past accomplishments were discounted when she asked for time off. Please understand it wasn’t the denial of time off that was the problem, it was the grief, groaning, and griping – all of that made the employee feel unappreciated and “less than”.


What other lessons do you see here? Any recommendations for the boss or the employee?


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Prioritizing My Priorities

“If everything is important, then nothing is important.” – I’m reminded of these famous words from Brian Mulroney as I stare at my To-Do list.  It appears I have much to do.  This is that moment when I’m tempted to get on Facebook, Twitter, LinkedIn, or heck even go the bathroom – anything except figure out what to do next.  Having a large to-do list is challenging enough, not knowing which to-do to do is even more challenging – they’re all important Mr. Mulroney.  Ok, now that I’ve gotten that off my chest let me focus on what I’m able to do – I’m able to prioritize my priorities. Let’s see if this works.  As I look at my to-do list I’ve separated the items into four categories.

No Need To-Do: The title is sufficient. The first sign is when I look at the item an ask, “why am I doing this?”  There are some things I put on my list that just don’t need be on the list.  Don’t need to be done, don’t need to be monitored and surely I don’t need to grade my daily performance on their accomplishment or lack thereof.

Somebody Else’s To-Do:  I’ve found there are items on my to-do list that aren’t really mine.  I let someone else put their “monkey on my back.” For those of us who have a hard time saying no, our list gets filled very easily with these items.  Time to give those back to their rightful owner.

Like To-Do: These are usually items that fall in my comfort zone – this doesn’t mean these are all play items – there are work tasks that I like to do as well – they don’t require much effort and don’t cause much stress.  They add value to my peace of mind, but I have to be careful to not get too comfortable and forget to engage in the tasks that push my limits.

Need To-Do: These are the important matters, whether I like doing them or not, they must get done.  There’s normally a deadline approaching.  Procrastination and avoidance hovers over this portion of my list.  It’s about this time I turn to Social Media or the bathroom for a justifiable escape.

Have To-Do: These are usually my Like To-Do’s and Need To-Do’s that have been neglected.  Now I’ve reached a point where they have to be done, like yesterday.  This becomes a high-pressure, high-stress, drama-filled moment filled with hectic external activity and regret-filled internal thoughts of “would a” “could a” “should a”.

So I guess Mr. Mulroney is right, everything isn’t important.  Hopefully this will help me figure out what really is.  Try it for yourself and tell me if it helps you prioritize your priorities.

Make it a great one.


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