Some tips for keeping it simple

A couple of weeks ago I wrote about the benefits of simplicity. My cousin (hi Tony) responded with this:

A couple of principles I apply to my businesses:

1. We do not like stress.

2. The KISS [“keep it simple, stupid”] principle.

If a potential customer, employee, supplier or any other stakeholder cannot apply these two principles to our relationship then we suggest you form a relationship somewhere else.

The serenity!

Realising that there is no obligation on you to accept work from a particular person, or to continue working for a client who causes headaches, is indeed liberating! Of course, you can choose to take these clients on for your own reasons. The point is to be mindful of your reasons and to be sure you actually agree with your own decision.

When I first left law to establish my coaching practice, I was keen for work – any work. However, it was quite early on that I declined my first engagement. I had gleaned from my contact in the organisation that they were offering coaching to this leader as a tick-a-box exercise to “prove” that he would not change. They would then have the ammunition needed to fire him. Sorry, no.

Since then, my own awareness that I am not the coach for everyone has meant that I can respectfully decline or refer on where I sense that a particular person’s needs are not in my wheelhouse. That then leaves me free to engage with clients who I love to work with, and who stand to make the best progress from working with me.

Now admittedly Tony’s philosophy is easier to apply when it’s your own business. As an employee, even a very senior leader, you won’t have the same level of autonomy when it comes to picking and choosing who you engage with. How many CEOs choose their Boards? (Yes, I know most of them want to!)

Even so, it is possible to strip complexity and energy-sucks (technical term) out of your week. Take a clear look at:

  • What currently takes five steps where one would do?

  • Whose name do you dread seeing appear in your inbox, and how can you change that?

  • What activities are you/your organisation doing because everyone else does, rather than because they actually add any value?

  • What meetings can you delegate or skip?

  • Do you really have to accept every new client that knocks on the door?

  • Is it really worth letting that rain-making team member who sows chaos wherever they tread stay on?

  • How can you change when, where and how you work to best suit your personal preferences and allow time for other things that matter?

Allocating an hour every so often (say, monthly) to review your activities through this lens can be very illuminating.

The kinds of decisions you are making each day may not match up very well with the kind of person you want to be or organisation you want to lead. That can be a confronting realisation, but it also opens up the possibility for change.

Until next week,

Take care of yourself and others

Madeleine

PS If you’d like to work with me to examine how to strip some of the complexity from your working week so you can enjoy some breathing space, let me know. Send me a message to enquire, and please share with anyone you think may benefit.

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Madeleine Shaw