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Increase Your Gratitude for Better Health

I’m teaching Working with Emotional Intelligence again at Southern Oregon University. This term, it’s for the Innovation and Leadership Program, a degree completion program for adults who previously started but did not finish their bachelor’s degree.

Recently, we talked about positive psychology and the role gratitude plays in our emotional and physical health. Research by Robert Emmons reveals that expressing gratitude improves physical, mental and social well-being.

Physical Benefits

  • stronger immune systems
  • less bothered by aches and pains
  • lower blood pressure
  • exercise more and take better care of their health
  • sleep longer and feel more refreshed upon waking

Mental Benefits

  • higher levels of positive emotions
  • more alert, alive and awake
  • greater joy and pleasure
  • more optimism and happiness

Social Benefits

  • more helpful, generous and compassionate
  • more forgiving
  • more outgoing
  • feel less lonely and isolated

Around Thanksgiving, I always begin to think more about what I am grateful for. I know that sometimes I forget to be grateful when I’m rushing through busy, jam-packed days and nights.

How do we get in touch with gratitude when it seems like there is so much negativity in the world?

We can start with these questions:

  • What am I grateful for today?
  • What good did I do today?
  • How was I helpful today?
  • What went well today?

Asking yourself these questions makes you remember the good. And while at first it may take some thought to come up with the answers, it becomes easier with practice. Because you are focusing on the good, you’ll develop new neural pathways and start noticing the good as it’s happening.

Here’s a little exercise you can incorporate into your life to help you notice the good more readily and increase your feelings of happiness and gratitude. It’s called “What Went Well.” There are many variations, but I especially like Marty Seligman’s version (he’s the founding father of positive psychology). He suggests that at the end of each day you take a few minutes to write down three things that went well. These don’t need to be earth-shattering in importance (e.g., “The hiking boots I ordered online fit perfectly”), or they can be super-important (“My daughter just gave birth to a healthy baby boy.”)

It may seem awkward at first to write about positive events in your life, but stick with it. It will get easier. You’ll begin noticing the positive events as they are happening and have the opportunity to relish them. With daily practice, six months from now, you will be happier, more grateful and maybe even addicted to this exercise!

Are you already doing a variation on “What Went Well?” Please tell us about it in a comment below.

When Disaster Strikes

Look around you. What do you see? Hurricanes, fires, mass shootings, political shenanigans, incivility, disrespect, abuse and fear? The list goes on.

What are you doing about it? There’s so much … where can you start? Some of us are volunteering to help disaster victims. Others are supporting relief efforts financially. Many have posted #metoo on their Twitter or Facebook accounts.

This is a time in which a good dollop of resilience can make a difference in how you are dealing with the melee. A time when grit is good. When optimism can help both you and those around you.

To inspire my own optimism, I pulled out a blog post from last August in which I quoted Christian D. Larson’s “Creed for Optimists,” written in 1912.

Here it is again.

Promise yourself to:

  1. Be so strong that nothing can disturb your peace of mind.
  2. Talk health, happiness and prosperity to every person you meet.
  3. Make all your friends feel there is something special in them.
  4. Think only of the best, work only for the best and expect only the best.
  5. Be as enthusiastic about the success of others as you are about your own.
  6. Forget the mistakes of the past and press on to the greater achievements of the future.
  7. Give everyone a smile.
  8. Spend so much time improving yourself that you have no time left to criticize others.
  9. Be too large for worry, too noble for anger, too strong for fear and too happy to permit the presence of trouble.
  10. Think well of yourself and proclaim this fact to the world—not in loud words—but in great deeds.
  11. Live in the faith that the whole world is on your side, so long as you are true to the best that is in you.

While this may seem frivolous in light of all that is happening, what would be possible if you were to incorporate just one or two of these points into your daily life? Would positivity spread? I’m not suggesting you give up on any other efforts to help with the negatives—just try adding one or two of these positives.

I’ll do the same.

Develop Intelligent Teams for Optimal Performance in an Ever-Changing Landscape

An intelligent team—sounds good, huh? But what is it and how do you get it? These are the questions I am preparing to answer on Wednesday when I lead a workshop at Southern Oregon University for members of a high-tech company, timber products company and municipality. And while these seem like disparate organizations, the concepts and steps needed to create intelligent teams are the same for all.

Let’s start with a description. Anchored in constructive collaboration, intelligent teams optimize functioning for enhanced performance, greater productivity and intense creativity. They are critical to successfully navigate the changes we face daily in today’s organizations.

An intelligent team is deeply fluent in the competencies from emotional and social intelligence—the ability to interpret and manage your own emotions to the benefit of the situation and to read and respond with empathy to the feelings of others. Add to this an understanding of social situations and a big-picture perspective. In other words, it’s moving from a frame of “I” to “you” and then “we.”

An intelligent team takes this a step further and employs Relationship Systems Intelligence—the capacity to move beyond personal concerns to a powerful, generative group identity with resilience and resources to address challenges as our world transforms. Sound amazing? Well, it is!

My knowledge of this topic comes directly from hands-on training I received over the last four years at CRR Global’s Organizational Relationship Systems Coaching workshops and from reading CRR founder Marita Fridjhon’s 2016 book, Creating Intelligent Teams. Marita coauthored the book with Anne Rød. My thanks to Marita for permission to quote/paraphrase liberally.

In this blog, I will share the five principles of Relationship Systems Intelligence (RSI) and give you a few things to consider while contemplating your organization’s intelligence. Future blog posts will delve deeper into this subject, so stay tuned!

Five Principles of Intelligent Teams

  1. Each relationship system (team) has its own unique entity.
  2. Every member of a relationship system is a Voice of the System.
  3. The team has the answers.
  4. Roles belong to the team, not the individuals.
  5. Change is constant.

What Does This Mean?

  1. Each relationship system has its own unique entity. Any time there are two or more people, they create a “system” or “team entity.” This thing is bigger than the sum of its parts. Intelligent teams are aware of the system and together act as a system—as a “we” vs. a “you” or “me.”
  2. Every member of a relationship system is a Voice of the System. (Everyone is right—partially!) A strong system is one where all members’ voices are heard, which only happens with trust and willingness to share without repercussions. Together, they can add enough information to the system to create an intelligent entity.
  3. The team has the answers. This is one of my favorites! We hold true that relationship systems are naturally intelligent, generative and creative. Kind of like the old 1+1=3 equation and underscored by mutual accountability and responsibility to speak up. Disagreement is good—it’s simply what can happen as more information (voices) is added to the system as it works toward intelligent outcomes.
  4. Roles belong to the team. Relationship systems rely on roles for their organization and execution of functions. For example, there are functional roles (boss, customer service, IT) and emotional roles (peacekeeper, visionary, truth-teller). These roles belong to the system, not the individuals who inhabit the system. If a person leaves the system, the system regenerates and fills the roles as necessary.
  5. Change is constant. Relationship systems are in a constant state of emergence, always in the process of expressing their potential. By noticing signals, team members can explore hidden opportunities and help the entity remain open to new ideas and inspirations that would not be accessible to an individual.

In my next post, I’ll explore the key competencies of an intelligent team along with pointers on how to develop those key competencies. In the meantime, take a look at your own team/organization and get a sense as to where you are now.

Here are a few things to consider (straight from the book):

  1. How would you describe the leadership in your team and organization?
  2. Who are your colleagues? How many are Millennials? Other? How are you bridging the generation gap and working together optimally?
GENERATIONS KEY
  • Gen Z, iGen or Centennials: Born 1996 and later. (<21)
  • Millennials or Gen Y: Born 1977 to 1995. (22–40)
  • Generation X: Born 1965 to 1976. (41–52)
  • Baby Boomers: Born 1946 to 1964. (53–71)
  • Traditionalists or Silent Generation: Born 1945 and before. (>72)
  1. How well do you know your colleagues’ background, talents, special skills? How often do you use their specialized knowledge?
  2. How often and in what situations do you and your colleagues work as a team system rather than independent individuals?
  3. How high do you think the level of RSI in your team is?

Questions?

Please call or email me. Let’s see what’s possible in developing the intelligence of your team.

Critical Factors for Keeping Top Talent

Pssst … it’s all about happiness!

Last week, I got to present “Critical Factors for Keeping Top Talent” at a SOREDI event. It was fun to share one of my favorite topics—the importance of happiness at work. With Oregon’s unemployment rate at 3.8% and the country’s at 4.3%, SOREDI was smart to focus on such a relevant topic!

The 2017 PwC CEO Survey found the top three CEO challenges in the United States are talent, technology and innovation. About talent, the report states, “Talent will help an organization distinguish itself from the competition. Organizations need people who can surmount big challenges and tackle complex issues. CEOs are looking for employees who are agile, curious, and can collaborate with others to achieve the greatest results. These skill sets are among the hardest to recruit.”

I believe in two simple truths:

  1. Your people are the #1 resource that will determine your success.
  2. Happy people perform better.

There are many factors that influence success, but it’s your people who give you an absolute advantage.

Happiness is the single greatest competitive advantage in the modern economy.Shawn Achor

Happiness is a worthwhile investment. Decades of compelling evidence shows that improving happiness in the workplace delivers significant increases in profit, productivity and innovation—not to mention substantial cost savings. Happier workers are healthier and more effective team members, and they provide superior customer service. Happier businesses attract top talent and are more likely to retain their best workers.

Why worry about happiness at work? You can count on:
  • 30% Higher productivity1
  • 54% Better staff retention2
  • 3x Higher creativity3

Social economist and researcher (and all-around good guy) Nic Marks uses a dynamic model to explain which factors create a happy workplace. The model takes into account people’s “experience of work” (how they feel), which is influenced by how they are “functioning at work” (what they do). This depends on the “organizational system” (where they work) and their “personal resources” (who they are). Using an assessment developed by Nic and his company Happiness Works, you can generate your own dynamic model for your workplace.

Dynamic Model

This dynamic model is from a Portland tech company Capiche worked with. Notice the colors ranging from orange to dark green. Like a stoplight, red to orange is a non-starter, and green is a go.

Measured within each of the four components of the dynamic model are:

  • Experience of work: Positive and negative feelings, engaging work, worthwhile work
  • Functioning at work: Self-expression, sense of control, sense of progress, work relationships
  • Organizational system: Job design, management system, work environment, social value
  • Personal resources: Vitality, happiness, confidence, work-life integration

People’s happiness at work is not fixed or static; instead, it is fluid and moving, interconnected and dynamic. I like the illustration of shared responsibility between the employee and employer.

People’s happiness at work is not fixed or static; instead, it is fluid and moving. Click To Tweet

Finders, Keepers?

The factors you need to keep top talent directly correlate with the factors needed to recruit talent.

Happiness at work isn’t something that’s reserved for companies like Zappos and Google. There are plenty of smaller or lesser-known companies like these Southern Oregon ones that have it right: Coding Zeal, Darex, Bio Skin, and Dutch Bros.

If you are ready to step up to happiness, give me a holler via email or phone at 541.601.0114. Let’s see where you are now and make plans to increase your organization’s happiness—and recruitment, retention, innovation, customer service and profits!


References

  1. “Insight to impact leadership that gets results.” Hay Group.
  2. “Engaging hearts and minds: preparing for a changing world.” Hay Group.
  3. “Positive affect facilitates creative problem solving.” Isen, A.M., Daubman, K.A., and Nowicki, G.P. (1987). Journal of Personality and Social Psychology, 52(6), 1122.

Identify Your Distinctive Strengths for Increased Business and Personal Success

What sets you apart? What is the cream that floats to the top? The icing on the cake? If someone were to ask what your top three strengths are, what would you say?

Whether you are promoting yourself or your business, you’ll excel when you know and understand your strengths—so you can put them front and center.

If you are looking for a job or promotion, you need to know your strengths. If you can’t articulate them, you can’t expect your boss or potential employer to, either.

If you are looking to grow your business, increase your client base or expand your market share, you need to know your business’ strengths. If you’re not sure of them yourself, how can you expect your clients to understand them?

Here’s a four-step process to identifying what sets you and your business apart:

  1. List your strengths. Include skills and knowledge you’ve acquired through experience and education as well as softer intrinsic strengths such as insightfulness, empathy or stellar customer service.
  2. Ask for input. Ask colleagues or clients for honest feedback.
  3. Revisit past feedback. Reread old performance reviews and think back on coaching from previous bosses (businesses can check out YELP or TripAdvisor reviews).
  4. Modify your list. Adjust your original list to reflect what you’ve learned. Make sure the strengths are specific so they are credible and useful.

Now what? Use these distinctive strengths to build your brand—either personal or business. It all follows the same formula in the end: identify and promote your strengths to the people you want to influence. BAM. Done!

A great resource for identifying personal strengths is Strengthsfinder by Gallup. I use this regularly for my coaching clients with great success. Check it out and let me know your thoughts.

Tell Me a Story

We grew up on stories. We fell asleep to bedtime stories. We learned to read by deciphering stories (See Dick. See Dick run. Look, Jane. Look, look. See Dick.) Stories are what make us human. It’s how we make sense of the world, going back to Roman and Greek mythology and earlier.

To make your product or service stand out from the rest, create and tell a story. Find a way to connect with your audience. Stories connect people. They elicit emotions, and positive emotions drive sales.

Research shows there are seven distinct types of stories.

  1. Overcoming the Monster.
  2. Rebirth.
  3. Quest.
  4. Journey and Return.
  5. Rags to Riches.
  6. Tragedy.
  7. Comedy.

Which of these types of stories would be best suited to portraying your brand?

Looking at some popular brands today, two “Journey and Return” stories come to mind—TOMS and Warby Parker. According to the TOMS website, Founder Blake Mycoskie “witnessed the hardships faced by children growing up without shoes” while traveling in Argentina in 2006. “Wanting to help, he created TOMS Shoes, a company that would match every pair of shoes purchased with a new pair of shoes for a child in need.” Since then, more than 60 million children in 70 countries have gotten new shoes thanks to TOMS. In addition, TOMS has helped restore sight to more than 400,000 people in need. In 13 countries, TOMS provides prescription glasses, medical treatment or sight-saving surgery with each purchase of TOMS brand eyewear. The company has also taken on the causes of clean, sustainable drinking water and safer births.

Warby Parker’s story is told on its website. Also an eyewear retailer, Warby Parker was started out of a rebellious desire to upend the norm of expensive eyewear after one of its founders lost his glasses on a backpacking trip and couldn’t afford to replace them. Similar to TOMS, Warby Parker partners with nonprofits such as VisionSpring to distribute a pair of glasses to someone in need for each pair sold.

When I googled “top brands 2017,” a few stood out because of their stories.

Ferrari wanted me to Shift to the 12th Dimension in a two-minute video that evoked a “quest” for the speed-driven experience only a Ferrari can produce.

Nike wanted me to “Just do it”—yeah, I can “overcome the monster” of inactivity by wearing their athletic gear.

Also setting me up to “overcome the monster” was Lego. This 85-year-old brand tempted me with superheros like Spiderman and knights saving the kingdom.

Capiche’s brand is one of “rebirth,” or metamorphosis. After 25 years as a professional marketer, I found a way to combine my new coaching credentials with my love for marketing. What came about was a combination of workplace culture and branding—more specifically, helping organizations uncover and then live their brand.

What’s your unique brand story? How are you living it? Let’s talk.

Is Radical Candor the Key to Transforming Your Company?

You know that employee who means well but is so ill-suited to her responsibilities that her coworkers have to pick up the slack? Or the knowledgeable guy who looked great on paper before you hired him but who is now disrupting the workplace with his logorrhea?

Let’s face it—sometimes we make mistakes. We get one impression of a candidate during the hiring process and later discover he or she is a poor fit for our organization’s culture. Maybe we inherit a bad apple from a predecessor. Whatever the reason, as managers we occasionally encounter a problem employee whose behavior compromises the effectiveness of the team or even the larger organization.

But you’re a nice person—how do you tell these folks they’re not measuring up to your expectations, or even more awkward, that some personal idiosyncrasy is irritating the rest of the staff?

Perhaps the offense isn’t egregious enough to merit termination, requiring tact given that you and your team will need to continue collaborating with this individual.

So what do you do? Candor, Inc. cofounder and CEO Kim Scott has two words for you: radical candor. Forget the spoonful of sugar—pour that medicine right down their gullet. Be brave enough to give employees candid feedback about their performance.

In Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity—currently the #1 Best Seller in Workplace Culture at Amazon—Scott presents a management philosophy based on two counterbalancing approaches: you need to care personally while simultaneously challenging directly.

Scott coins the term obnoxious aggression for the brutal honesty managers exhibit when they don’t care. Those are the one-in-five-psychopath CEOs we discussed in a previous article. That’s not the kind of candor we mean.

On the flip side, compassionate managers who don’t want to hurt their employee’s feelings are practicing what Scott calls ruinous empathy. That is equally destructive, not only undermining your leadership but compromising the integrity of the workplace by allowing poor workmanship to slide.

What may surprise you—when you do muster the courage to confront an employee about problematic behavior—is that withholding honest assessment of a person’s abilities and performance actually harms the employee, too. He may find himself continually fired from job after job without ever understanding why and being given the opportunity to correct his behavior.

While Scott’s advice may be old hat to veteran leaders, less-seasoned managers can benefit from her general rules of thumb: practice humility, offer immediate feedback and deliver criticism in private.

The last thing you want to do is shame an employee. That will only serve to trigger her defense mechanisms, and she won’t be able to absorb your instruction.

Instead, take more of a mentorship approach. Maybe you’ve made similar missteps in your past—share an example of where you went awry and how you appreciated when someone took you to task for your shortcomings. Let the employee know you’re on her side and you want to come up with a solution together, whether it involves reconfiguring the job description to focus on strengths and offset weaknesses or introducing some ground rules to help curb the problematic behavior.

However you choose to approach situations like this, remember to practice emotional intelligence along with radical candor, and you’ll be ahead of most bosses when it comes to giving honest but sensitive feedback.

Facebook Memories: What I Was Excited About 6 Years Ago

If you’re a Facebook user, don’t you love the “You have memories with xyz to look back on today” feature? Revisiting earlier Facebook posts can be fun—and remind you of what mattered to you at different times in your life.

It made me happy when a memory popped up about a letter to the editor I wrote that was published in the Mail Tribune on April 25, 2011. Just Tuesday night, I was sharing the concept of positive psychology and its benefits with my current cohort of Southern Oregon University business students in my Working with Emotional Intelligence class. And my respect for positive psychology has only grown over the last six years.

Here’s my original letter:

I was pleased to see an article on England’s new Action for Happiness Movement, whose mission is to encourage people to increase the happiness of others.

Happiness has become a very meaningful concept. People are focusing on more than just smiles and friendliness. Happiness has, quite rightfully, become about making the most of the good times, and about dealing with the bad times. It has come to include resilience and a positive outlook during adversity, both of which are significant parts of happiness.

Positive psychology has boosted the case for happiness. Many of the ideas are not new, but the fact that there is now a scientific basis for happiness gives them new life. Research over the past quarter-century has shown that happiness has a wide range of benefits for individuals, teams, organizations and communities. What’s more, research has found that it is possible to build happiness—it is not a matter of luck.

Action for Happiness’ launch event received a great turnout, international media coverage and a strong social-media reaction. More importantly, the launch event brought together a very diverse group of people, all of whom brought their unique ideas and approaches to happiness.

The Dalai Lama has been Patron Saint to Action for Happiness since its beginning. According to the website, “Our members take action to increase wellbeing in their homes, workplaces, schools and local communities. Our vision is a happier world, with fewer people suffering with mental health problems and more people feeling good, functioning well and helping others.”

Bravo! Please join me in exploring further the ways you can increase your happiness and that of others (I’ve just assigned my business students to do the same)! Here’s a good place to start.

This blog craves comments. Please share what’s working for you!

Meet the Plurals: What’s So Special About Generation Z?

They were born texting, their itty fingers swiping across their cell phone screen while they listened to their iPod on earbuds as Blue’s Clues played on the television, Dad watched cat videos on the laptop and Mom slew Doom demons on the desktop.

It was the mid-nineties to early 2000s, and the iGeneration was born into this quasi-anachronistic mash-up scene. Tech-savvy from toddlerhood, these youngsters grew up wending their way around the Internet, “playing” with friends over social media and communicating via emoticons.

At more than a quarter (25.9%) of the US population and growing, Generation Z has already surpassed the percentage of Millennials (24.5%), who themselves outnumbered Baby Boomers (23.6%) by a million (77 to 76 million) in 2015.

These Post-Millennials are your next wave of employees, entrepreneurs, leaders and customers, and it’s time to meet them.

This generation is known for being resourceful, self-motivated and driven. Three-quarters (76%) aspire to turn their passions into careers, whereas only half of Gen Y had such hopes. Nearly as many (72%) wish to start their own businesses one day.

Growing up in a post-9/11 world and witnessing the Global Financial Crisis, they earned yet another moniker as the Homeland Generation for preferring the safety of home and feeling less secure in the world at large.

Gen Z has been reared by protective parents who emphasized tradition, academics and social-emotional learning (SEL). Perhaps because of living in a more uncertain world fraught with the possibility of terror, these kids are turning out to be more conservative than their Millennial predecessors.

They have no illusions about achieving the American Dream, but they do want to better the world, and 76% are worried about the future of the planet. More than a quarter of 16- to 19-year-olds volunteer, and three-fifths (60%) hope to secure jobs that make a difference in the world. Like Millennials, they seek a sense of purpose in their work.

Other epithets (e.g., Gen Tech, Net Gen and Gen Wii) emphasize the group’s tech fluency. Spending a minimum of three hours a day on the computer for activities unrelated to school, the curious Digital Natives value visual and video forms of communication (Instagram and YouTube over Facebook), bite-sized content (Reddit and Twitter), choice (more options with greater levels of customization) and connection (social media, live-streaming).

According to the 2014 study Generation Z Goes to College, the teens use such terms as “loyal,” “compassionate,” “thoughtful,” “open-minded,” “responsible” and “determined” to describe themselves.

These Gen-X offspring instantly spot inauthenticity and patronizing attempts by marketers to court them. If you do win their respect, however, Gen Zers are known for being brand-loyal, and they will evangelize on your behalf if they believe in your products and services.

The most diverse generation to date, the Plurals embrace multiculturalism. While they are more pessimistic than Millennials, this bleaker attitude may propel them to seek pragmatic solutions to crises such as global warming, economic inequality and terrorism. Greater consciousness of planetary problems could well lead to direct action.

Whatever the future holds, these enterprising and creative self-starters give us cause for hope.

See below for a fun and informative infographic on Generation Z courtesy of Marketo.

Generation Z: Marketing's Next Big Audience Infographic

Being Self-Employed: What’s Not to Love? Plus, This 1 Tip Will Boost Your Productivity—and Happiness

It’s the life many of us daydream about while languishing in a stagnant job where our talents go untapped and unappreciated: starting our own business.

And many act on that dream—nearly a third (30%) of the American workforce comprises the self-employed and their employees (approximately 15 million in 2014) according to this Pew Research Center article.

Working at home, earning 50% more, doing what we love, using our gifts, finding a sense of purpose, calling our own shots—sounds sweet, doesn’t it?

The reality, however, may not be so rosy. That’s not to say striking out on your own doesn’t have its rewards—a lot of those perks we just mentioned are borne out by statistics.

Work-Life Imbalance

There’s a flip side many fail to realize until they’re ensconced in their new venture: that work-life balance Americans already have trouble achieving? For most self-employed, work trounces life beginning on Day One.

If you’re thinking about becoming your own boss, be prepared to say goodbye to evenings, weekends, eight-hour workdays, sick leave, vacation time.…

The Overwork Epidemic

This Gallup report reveals 49% of the US self-employed put in at least 44 hours a week—10% more than their employee counterparts at the time. Worse, 26% of the self-employed workers Gallup surveyed reported working more than 60 hours a week. A later Gallup article calculates the average employee work week at 47 hours, with 25% reporting working more than 60 hours—nearly catching up to the self-employed.

American freelancers aren’t the only ones suffering from overwork. This 2016 Quarterly National Household Survey reports that Irish employees averaged 34.6 hours a week during the first quarter of 2016 as compared with 44 hours for the self-employed.

And that earlier statistic about the self-employed (specifically incorporated business owners) earning up to 50% more than their employee counterparts—it turns out 29% of that increase is due to their working more hours. Entrepreneurs may earn more on average, but that comes at the cost of time.

The Secret to Productivity

It doesn’t have to be that way, though—in fact, it shouldn’t. According to this Fast Company article, the secret to accomplishing more isn’t working more hours—it’s working fewer.

Our brains need regular breaks to recharge. When we neglect this fundamental requirement, productivity dips.

A recent Draugieum Group experiment showed those workers with the greatest productivity rates took a surprising number of breaks—for every 52 minutes of work, they took about 17 minutes off.

And we’re not talking about playing computer Solitaire or checking Facebook. The kind of breaks our brains need do not involve electronic devices—instead, try taking a brisk walk, reading a chapter in your latest book or enjoying a non–work-related chat with a colleague.

To many of us, that sounds like a lot of downtime, but our brains reward us by performing more efficiently during the time actually worked.

That magic trick applies whether you’re an employee, independent contractor, business owner, freelancer or entrepreneur.

Working fewer hours and getting more accomplished—now that sounds pretty sweet.

Need Help Taking More Breaks?

Here are some additional tips from Fast Company on how and why to take more breaks as well as what you may be doing wrong.

The workaholics among you probably need more hands-on assistance with reforming your work habits, and that’s where Chris Cook comes in. As a self-employed co-active coach, Chris can help you achieve your professional goals while maintaining a healthy life balance. Call her at 541.601.0114 or email chris@capiche.us to get started today.