Category: Success Thinking

The Eisenhower Box: Make Decisions Like a President

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How many times have you struggled to make a decision?

With so many decisions to make in our lives, it is tempting not to make any of them! However, making decisions is a requirement of many jobs, especially high levels positions. In the United States, there is no higher office than the President. They face high-stakes situations every day, which means the need for an effective decision-making system is vital. To be successful, one mid-20th Century President created a unique approach to decision making that remains useful to this day.

Dwight D. Eisenhower served as President of the United States from 1953 to 1961. Before that he was the Supreme Allied Commander in Europe during World War II, overseeing the D-Day invasion. With all that responsibility, Eisenhower had to develop a streamlined approach to make decisions quickly. His technique became known as the Eisenhower Box.

Author James Clear wrote an article on his website to explain this simple, yet powerful approach. Here is how he describes the options in the Eisenhower Box.

Eisenhower’s strategy for taking action and organizing your tasks is simple. Using the decision matrix below, you will separate your actions based on four possibilities.

  1. Urgent and important (tasks you will do immediately).
  2. Important, but not urgent (tasks you will schedule to do later).
  3. Urgent, but not important (tasks you will delegate to someone else).
  4. Neither urgent nor important (tasks that you will eliminate).
Notebook displaying Eisenhower urgent-versus-important matrix with four task-priority quadrants
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One component of the Eisenhower Box that needs clarification is the difference between urgent and important. Clear shares the following understanding.

Urgent tasks are things that you feel like you need to react to: emails, phone calls, texts, news stories. Meanwhile, in the words of Brett McKay, “Important tasks are things that contribute to our long-term mission, values, and goals.”

Another feature of the Eisenhower Box is that it is a powerful tool to eliminate unnecessary items. Often people approach productivity systems as a method to accomplish everything that comes their way. Eisenhower shows us through his box that many things are simply not worth the effort to complete. Clear adds to this idea.

Too often, we use productivity, time management, and optimization as an excuse to avoid the really difficult question: “Do I actually need to be doing this?” It is much easier to remain busy and tell yourself that you just need to be a little more efficient or to “work a little later tonight” than to endure the pain of eliminating a task that you are comfortable with doing, but that isn’t the highest and best use of your time.

To learn more about the Eisenhower Box and how it can be used to make faster and more meaningful decisions, please read the rest of James Clear’s article.

Eliminating the Dreaded “Um”

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What does “Ah,” “Um,” “So,” “Well,” and “Like” have in common? They are filler words and mostly likely they are littered through your public speaking.

A filler word is a sound or short word that serves no purpose which is inserted into a speech. Even polished speakers fall victim to this problem. It is especially prevalent when people are being interviewed or responding to questions on the fly. Why do speakers fall into this habit and more importantly, how can it be stopped?

In an article on the Harvard Extension website titled Tips on Public Speaking: Eliminating the Dreaded “Um”, leadership expert Steven D. Cohen shares why people default to filler words.

The simplest answer is that we have been conditioned to answer questions immediately from an early age. When our mother or father asked us a question, we were sure to answer right away—either because we wanted to show respect or because we were afraid of what would happen if we didn’t answer. Consequently, we feel the urge to speak when spoken to.

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Cohen believes it is this urge to say something swiftly that is the source of filler words. Our minds are thinking quickly, and the mouth is making noise to pass the time until coherent thoughts emerge. Therefore, a possible solution is to simply slow down.

When you use a filler word such as “um,” you are thinking verbally. In other words, you are verbalizing your thought process. Armed with this information, it is easy to realize that the best way to avoid using filler words is to pause. If you are not speaking, you can’t say “um”!

Why is a pause so powerful? Cohen says that it provides two key benefits.

The next time you are asked a question, take a couple seconds to think about what you want to say. This pause serves two important purposes: it will help you begin powerfully, and it will help you avoid using a filler word. Pause, think, answer.

To learn more about how to reduce or eliminate the use of filler words in your speeches and responses, please read the rest of the article.

Balancing Quiet Time Versus Go Time

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It seems like our world is perpetually urging us to go faster and faster. The pressure to accomplish more today than the day before can be intoxicating. However, is it sustainable?

Recently on his website, Darius Foroux explored this problem. In a post called Balancing Quiet Focus Time with Go Time, he explores the delicate balance between speeding ahead to our objectives versus slowing down to take a breath. He starts by exploring the fallacy of being constantly in motion.

Most ambitious people have this false belief that they should always be in go time.

They want to be fit, social, have a good romantic relationship, spend time on their hobbies, see their friends, learn new skills, travel, and do well at work.

When I list all of this, it sounds ridiculous. How can one person push hard in every area of life, every single day?

You can’t.

Foroux goes on to define the two modes of time and how they interact. This is important to understand how to balance them out.

Go time is when you push. You execute ideas, meet people, travel, train hard, learn new skills, take on projects, and move things forward. Your energy goes outward.

Quiet focus time is when you slow down and narrow your attention. You read, think, write, plan, recover, or work on one important thing without trying to do ten other things at the same time.

You need both modes. And the balance between them keeps changing.

The trap that Foroux calls out is the misunderstanding that our energy levels can be kept in a constant high state. The truth is that they change all the time. Pretending otherwise can lead to long term problems.

I understand the urge. If you can force yourself to feel energetic, you can keep doing everything on your list.

But I don’t think that’s a good long-term strategy. You can override tiredness for a while, but eventually you pay for it. I don’t want to use up my body just so I can feel productive every day.

To learn more about how Foroux recommends balancing between quiet time and go time, I invite you to read the rest of his post.

The Case for Leadership Wisdom

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AI is everywhere, but will it take over everything?

Fears about AI stealing jobs are real and widespread. When simple prompts can create documents and presentations in mere moments, it seems like no work is safe. However, are their types of knowledge work that AI cannot do?

According to the Center for Creative Leadership, AI struggles to replicate wise leadership. Writers George Hallenbeck and David Altman explored this concept in their article titled, Lost in a Sea of Answers: The Case for Leadership Wisdom. They start the article by setting up the problem.

Leaders can generate more answers in less time than ever before. What’s becoming harder is knowing which answer deserves action, how it impacts others, and where accountability lies once a decision is made.

More answers don’t ensure greater knowledge.

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What leads someone to greater knowledge? It is the result of diving into the information available, processing it, playing around with it, and then putting it into practice. Hallenbeck and Altman believe this is the path to growing wisdom, and it is a journey open to all.

What then is the important trait that allows leaders to thrive? It is the development of leadership wisdom. What do they mean by this idea? As they explain:

Our emerging perspective on leadership wisdom begins with the premise that it isn’t reserved for a select few, nor is it separate from the practice of leadership. Wisdom is a leadership capability that leaders can understand, build, and put to work — starting with what it’s often associated with: judgment and decision-making.

The writers believe that AI can assist leaders with identifying potential solutions to any problem. However, it takes sound judgement and wisdom to decide on the best course of action. AI by its very nature lacks these qualities, but humans can develop it.

AI can’t simply apply leadership judgment and wisdom. It has no way to reflect on a past decision and use what was learned, or empathize with the impact the decision may have on others and factor that into how to proceed. Nor can it engage in the collective sensemaking that infuses raw information with deeper meaning.

To learn more about the concept of leadership wisdom and how to develop it, I invite you to read the entire article.

Speeding Up by Slowing Down

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Are all productivity techniques designed to speed up your daily work?

Most people who engage with approaches like Getting Things Done want to complete more items in less time. Whether it is whipping through emails, checking off to-do lists, or flying through meetings, the desire work at a rapid pace is enticing. However, is moving faster actually the path to long term success?

GTD creator David Allen mused on the subject in a recent post on the Getting Things Done website. He opens with this statement:

I want to talk about one of the more mysterious best practices in the GTD® methodology: the art of speeding up by slowing down.

I am making the assumption that all of you reading this are on some track of improvement and growth to begin with. I mean, why speed up, instead of slow down, as an end-result?

As Allen unpacks his argument, he shows that the idea of speed as the path to productivity ultimately proves self-defeating. The problem he sees is repeatedly doing many things of little value jeopardizes long term success.

One of the subtlest ways that positive energy retreats from us is in our busy-ness. Losing perspective in trying to control everything, finish it all, fix it all—all at once. It shows up in ways like practicing Getting Things Done® out of frustration instead of inspiration, or helping yourself and others out of compulsion, not compassion.

For those who have not practiced GTD, Allen’s counter-intuitive conclusion may seem confusing. Yet, when considered more fully, the practice is not about getting everything done. Instead, it is knowing what is truly valuable and giving that priority. This approached alleviates the stress of busy-ness and induces a state of calmness. Allen states:

As a matter of fact, your ability to do nothing—to be idle, to daydream, to nap peacefully, to give yourself permission for 100% zoning out—is a hallmark of GTD maturity. And if you don’t believe me, just read the plethora of new data from the cognitive scientists about the need for the brain to rest—daily. That’s a bit tough to do, though, unless you’re REALLY onto the GTD game.

To understand better how slowing down will help you get important things done, feel free to read the full blog post on the Getting Things Done website.

Rest – A Radical Act

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When was the last time your just laid back and rested? Not sat on the coach phone scrolling or binge watching a tv show. When was the last time you simply rested?

For most of us, that hasn’t happened recently. According to professional speaker and author Shola Richards, that is a big problem.

In a recent article on his Substack called, The Radical Act of Rest, he outlines why deliberate rest is fundamental to our well-being. He starts by disputing the idea that rest must be earned only after all other chores and tasks are accomplished.

“I mean, you don’t earn the right to drink water, do you? You don’t earn the right to use the restroom either. Rest is literally in the same category. We need to stop thinking of rest as reward for being productive. More accurately, rest is a fundamental biological need that makes productivity possible.“

Shola Richards

After shattering the earned rest myth, Shola goes on to define the different types of rest that we need.

  1. Physical rest: This is the most obvious one (night time sleep, power naps, and allowing your body to take a break).
  2. Mental rest: Time where your brain is not solving problems, processing information, consuming content, or generating output.
  3. Emotional rest: Time away from managing anyone’s feelings, problems or drama (and yes, this one is especially tough for parents of young kids).

In order to put this idea into practice, Shola outlines ways to bring more rest into your life. Even as he does so, he still acknowledges that we are fighting old ways of thought by doing so.

Choosing to intentionally rest can be really hard (at least, it was initially for me), because it requires us to override years of programming that taught us that our worth is conditional on our productivity.

To learn more about the benefits of rest and how to incorporate them into your daily routine, please read the rest of his article.

Now if you’ll forgive me, I’ll be taking a nap.

Busyness Isn’t A Badge Of Honor

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Are you busy? I mean, really busy? So busy you barely have time to read this post?

It is easy to fill our days with endless tasks, whether they are assigned to us by others or self-chosen. It is in the nature of knowledge work that there is always something more that can be done or a project that can be constantly refined. However, does that approach to work, the attempt to do as much as possible, effectively work?

In a recent post on the Choice360 website called Busyness Isn’t A Badge of Honor, blogger Alejandro Marquez argued that falling into the busy trap is not a worthy goal. Coming at the problem from the perspective of librarianship, he shares the following insight.

Within the library profession, this susceptibility to busyness is arguably even more pronounced. Library work is often demanding and time-sensitive, requiring constant engagement. Workers are expected to be a resource, a guide, a confidante, and a problem-solver. The pressure to be available, responsive, and supportive can feel immense, particularly when students themselves are struggling with similar pressures.

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Added on to this problem, is the burden of “Compassion Fatigue.” Marquez identifies this mindset in the following way:

Compassion fatigue is the emotional and physical exhaustion experienced by those constantly providing care and support. It’s the cumulative toll of advocacy work, direct student support, and the relentless urgency that permeates our daily routines. Workers are constantly asked to be empathetic, understanding, and proactive, often without adequate support or recognition. This labor of constant care, coupled with the pressure to be “always on,” can lead to a profound sense of depletion, leaving professionals feeling drained, overwhelmed, and disconnected.

How can librarians, or any profession for that matter, overcome the busy trap? The first step is about reclaiming boundaries.

This is crucial. Establish clear boundaries around work hours, communication channels, and availability. Learn to say “no” without feeling guilty.

Additionally, workers should prioritize self-care outside of work.

Workers can engage in activities that replenish energy and support well-being through exercise, mindfulness, hobbies, and spending time with loved ones.

Read the rest of the article to learn more idea to reclaim a sense of self-worth and avoid the busy trap. Go ahead, make the time for it. The lessons will be worthwhile.

Have You Done a Time Audit?

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Where did the time go?

Do you regularly feel like the day got away from you. That long to do list has very little marked off. Even more importantly, have you felt that all your time was spent on unimportant items, leaving the task you truly cared about undone? Perhaps there just isn’t enough time in the day to get things done. Or is there?

In a recent NPR article, psychotherapist Niro Feliciano revealed that people are largely unaware of how they spend their days. We blindly do things of low value while neglecting the more important items. It began for her with a personal epiphany about her own choices. As the article writers share:

“I remember sitting in my office. I had done eight sessions, several with adolescents. And I said, ‘When was the last time I spent 45 minutes listening to one of my kids?'” she says.

She realized that how she wanted to spend her time and how she was really spending it “were very much misaligned,” she says. “I did not see enough of a reflection of things that brought me joy and contentment.”

Photo by Alexander Popadin on Pexels.com

To help herself and her clients make better choices, Feliciano encourages conducting a time audit. The process is simple, but it requires attention to details.

Make a list of the people and the activities that are the most important to you. It might be loved ones like your partner, your kids or your bestie, and hobbies like reading, working out or video-chatting with your long-distance friends. 

Then do a time inventory. Where is your time really going each day? Are the lists matching up? You might find that a lot of your day is spent on obligations, chores and time-sucking activities.

Then look for ways to make your lists reflect each other. Where can you carve out more space for your family? Or set aside a moment for reading?

Once this is done, the next task is to find ways to add in the high value items to your day. Feliciano took her own advice, as she shared with the writers.

To make more time, you’ll need to set some boundaries, Feliciano says. “What are you doing that makes you feel resentful, depleted, exhausted?” And what can you do to limit yourself from those activities?

Feliciano found that she was spending a lot of unnecessary time scrolling on social media — but that wasn’t on her list of priorities, so she cut back.

To learn more about time audits and how to use them to get more value out of your day, please read the rest of the NPR article.

Librarianship Beyond the Textbook

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I am excited to share wonderful news.

I have written a chapter for a new book on librarianship that came out this week. The book is titled, Librarianship Beyond the Textbook: A Practical Guide for Real-World Challenges, available for purchase through Bloomsbury Publishing. The book blurb describes it as follows:

Library and Information Undergraduate and Graduate Programs do an incredible job examining important methodology of librarianship today. However, any library school graduate will at multiple points in their career declare, “Well they didn’t teach me this in library school!” Whether it was taught or not, libraries are a multifaceted, constantly changing landscape. Public, academic, school, and special libraries of all sizes each have their own unique needs, but there are certain skills, techniques, and mindsets that benefit all library staff.

Librarianship Beyond the Textbook is different from others on the market in that it addresses topics that aren’t automatically or often associated with librarianship – topics that are otherwise overlooked, but are nonetheless inevitable, capturing those “Finally, some help with this!” moments – moments of both recognition and assistance. The goal of the book is to not only allow the reader to feel heard, but to address evergreen and overlooked topics.

Edited by Nay Keppler from Baltimore County Library, I am one of fifteen contributors. The topics are broad and applicable to any level of library worker. My chapter is called, Running Effective Meetings, where I provide best practices to ensure meetings are run smoothly and efficiently. Below is the full table of contents.

Introduction
Chapter 1: Historical Context and Legacy of Libraries and Racial Equity Shauntee Burns-Simpson and Nichelle M. Hayes
Chapter 2: The Simple and Courageous Pursuit of Growth Brianna Campbell
Chapter 3: Library Safety and Security Melissa Munn
Chapter 4: Beyond the Bookshelves: The Facilities Management Impact Kim Fuller
Chapter 5: Project Management Basics Wendy Tressler
Chapter 6: Running Effective Meetings Douglas Crane
Chapter 7: Burnout and Psychological Safety: Intertwined Challenges in Library Management Bobbi Newman
Chapter 8: Advocacy Skills to Enhance Library Support Tif Sutherland
Chapter 9: Interpersonal Skills and Office Politics: Building and Maintaining Positive Relationships with Colleagues Loida Garcia-Febo
Chapter 10: Beyond the Balance Sheet: Budgeting and Development Insights for Emerging Library Leaders Lauren Sands and Derek Lloyd
Chapter 11: From Navigators to Futurists: Librarians as Technology Leaders Angela Kent
Chapter 12: Managing Community Partnerships Audrey Barbakoff
Chapter 13: Supporting Marginalized Groups in Libraries: Questions, Reflections, and Future Directions Micaela Deogracias

If you are intrigued, purchase a copy today at the Bloomsbury website. You can also find it at your favorite online bookstore.