Do you have Workaholic tendencies? (Learn how to find balance)

 

 

 

 

 

 

Workaholism isn’t about the number of hours you work—it’s about your ability to disconnect from your job. To help determine whether you might be a workaholic, read the following statements and rate the degree to which each one describes you, using the following scale: 1 = never true; 2 = seldom true; 3 = sometimes true; 4 = often true; 5 = always true.
 
1. I work because there is a part inside of me that feels compelled to work.
 
2. It is difficult for me to stop thinking about work when I stop working.
 
3. I feel upset if I have to miss a day of work for any reason.
 
4. I tend to work beyond my job’s requirements.
 
Add up your total score. If you rated any of these items a 4 or a 5, you have some workaholic tendencies. But if your total score is 15 or above, you’re displaying significant signs of workaholism.  (Source: Qualtrics research)

6 Tips for Overcoming Workaholism and Finding Balance

1. Redefine “urgent.” Workaholics often see every task as high priority, creating unnecessary stress. Step back, review past tasks, and see how many were truly urgent.
 
2. Reinvent your to-do list. Shift your focus from completing everything to prioritizing what's important. A tool like the Eisenhower Matrix (also known as the “urgent-versus-important matrix”) can help you decide how to spend your time.
 
3. Learn to say “no” and delegate. Practice declining tasks that don’t align with your priorities. You don’t have to do it all.
 
4. Fix your workaholic clock. Track how long tasks actually take, then adjust your expectations. Give yourself more time or ask for help.
 
5. Control rumination. Break the cycle of overthinking work by practicing mindfulness or using mantras to shift focus. You may also try scheduling a specific time to mentally revisit work concerns, limiting how much headspace they occupy during your off-hours.

Click here for more tips on how to manage your self-talk.
 
6. Embrace rest. Incorporate intentional breaks, physical activity, and hobbies into your day. Recovery fuels better performance.Being a workaholic doesn’t necessarily mean you are a high achiever; it might indicate that you are seeking something else, such as attention, or using work as a way to escape. Remember that working harder won't solve the underlying issue. Long-term success requires balance, which means making time for personal growth, relationships, and hobbies outside of work. By addressing workaholism, you not only improve your well-being but also become more productive in the long term and set a positive example for those around you.

Being a workaholic doesn’t necessarily mean you are a high achiever; it might indicate that you are seeking something else, such as attention, or using work as a way to escape. Remember that working harder won't solve the underlying issue. Long-term success requires balance, which means making time for personal growth, relationships, and hobbies outside of work. By addressing workaholism, you not only improve your well-being but also become more productive in the long term and set a positive example for those around you.

Check out a related post: 7 Ways to Achieve A Work/Life Balance  (3 min read)

To your greater success and well-being,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant
SMART DEVELOPMENT

Take the Next Step...
Interested in learning how to develop your organization's leadership capability, culture, and employee engagement ? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees or a SMART Development consultant please 

contact: Email: petercmclees@gmail.com  or  Mobile:323-854-1713

Smart Development has an exceptional track record helping service providers, ports, energy storage and facilities management, sales teams, restaurants, stores, distribution centers, food production facilities, wealth management services, real estate services, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth.

Quotes From 12 Athletes About What It Takes To Win

 

 

 

 

There can only ever be one winner. The whole point of athletic competition is to determine who is the fastest, strongest, or most skilled in their athletic endeavor of choice, but victory is never guaranteed, and records are made to be broken. All athletes suffer defeat from time to time. The ones who return to the top of the podium over and over are the ones who get up after every fall, who train harder, practice longer, and push themselves further than they ever thought they could go.

In the pursuit of victory, mental toughness is just as important as physical fitness. In every competition there will be a critical moment when an athlete’s mind has more influence on their performance than their bodies do. Thankfully, mental endurance and strength can be fostered just as sure as our bodies can be trained to build muscle and flexibility.

Here are 12 quotes from athletes who have seen the lows, the highs, and everything in between.

1) "The person who can drive themselves further once the effort gets painful is the one who will win."

  ~Roger Bannister, first person to run a sub-four-minute mile

2) “You must always strive to be the best, but you must never believe that you are.”

  ~Juan Manuel Fangio, Argentine race car driver

3) "People say to me all the time, 'You have no fear.' I tell them, No, that's not true. I'm scared all the time. You have to fear in order to have courage. I'm a courageous person because I'm a scared person." 

  ~Ronda Rousey, UFC fighter and WWE wrestler

4) "For me, winning isn’t something that happens suddenly on the field when the whistle blows and the crowds roar. Winning is something that builds physically and mentally every day that you train and every night that you dream."

  ~Emmitt Smith, football player

5) “You miss 100 percent of the shots you don’t take.”

  ~Wayne Gretzky, hockey player

6) "Winning is fun … Sure. But winning is not the point. Wanting to win is the point. Not giving up is the point. Never letting up is the point. Never being satisfied with what you’ve done is the point."

  ~Pat Summitt, head coach of the University of Tennessee women’s basketball team

7) "An endurance challenge is a lever for personal growth. What’s most critical is how you evolve and grow as a result of the attempt."

  ~Rich Roll, ultra-endurance athlete

8) "I hated every minute of training, but I said, ‘Don’t quit. Suffer now and live the rest of your life as a champion."'

~Muhammad Ali, boxer

9) "Never let your memories be bigger than your dreams."

   ~Laird Hamilton, big-wave surfer

10) "Never let the fear of striking out keep you from playing the game.” 

   ~Babe Ruth, baseball player

11) "Winning doesn’t always mean being first. Winning means you’re doing better than you’ve ever done before."

   ~Bonnie Blair, speed skater

12) "It doesn’t matter what other people think. Not everyone is going to always support you 100% but as long as you are doing you and you know that you’re becoming a better person then that’s what’s important."

  ~Gwen Jorgensen, triathlete

One of the most important parts of mental training is positive self-talk. Seasoned athletes know that the words “I can’t” can be just as crippling as a twisted ankle, and the ones who persist replace that dreaded phrase with something else, such as “I’m getting stronger” or “I’ve got this.” Every athlete begins, in this way, by supporting themselves, but as they gain some skill and expertise, many find they have words of wisdom to share with other athletes traveling on that same path toward victory.

Click here to read a related post: Understanding Your Limiting Beliefs to Reach Your Full Potential (3 min read)

To your greater success and fulfillment,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant
SMART DEVELOPMENT

 

Take the Next Step...
Interested in learning how to develop your organization's leadership capability, culture, and employee engagement? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees please 

contact: Email: petercmclees@gmail.com  or  Mobile: 323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, distribution centers, food production facilities, wealth management services, facilities services, real estate services, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth.

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

How to REALLY Motivate People

 

 

 

 

 

 

 

Pink's Autonomy, Mastery and Purpose Framework
Encouraging Self-Motivation

Why do you work? What's your motivation? Is it the prospect of that end-of-year bonus? The promotion that you've been promised? Or do you just, quite simply, love what you do?

Many people work in environments that are dominated by "stick and carrot" motivation: do well and you'll get a reward, but do badly and you'll be punished. However, with this approach, the satisfaction of doing a job well can often get lost in the drive for praise and promotion.

Research on employee engagement suggests that people perform better when they are motivated. But there's still widespread debate about whether traditional motivational strategies, like "stick and carrot," really work.

So, in this post, I explore a model that casts away the idea of reward and punishment as motivational tools and, instead, focuses on what it takes to make people really care about what they do.

What is Motivation 3.0?

In his  book, "Drive," Daniel Pink sets out a new vision for workplace motivation, which he labels "Motivation 3.0." So called, he explains, because it's an upgrade from primitive survival ("Motivation 1.0") and from the culture of reward and punishment that we find in most businesses ("Motivation 2.0").

Pink's theory is drawn from research undertaken by psychologists Harry Harlow and Edward Deci in 1971. They discovered that rewards can fail to improve people's engagement with tasks, and may even damage it. Another study was carried out by professors at MIT in 2017, and recorded similar findings.

Pink argues that traditional "carrot and stick" approaches to motivation are becoming outdated, and do not adequately address the needs of the creative and innovative workplaces of the 21st century. Despite this, extrinsic motivation, or "Type X" behavior (motivating people using rewards external to work), is often deep-rooted, particularly among older employees who are accustomed to it.

In contrast, intrinsic motivation, or "Type I" behavior (when people are self-motivated because they are given the freedom to do the work they enjoy), is increasingly common in modern workplaces, where routine work is often outsourced. In these kinds of environments, innovation and creativity are key. So, it's essential that people are allowed to thrive by doing work that they are truly passionate about.

The Three Key Components of Intrinsic Motivation

According to Pink, intrinsic motivation is based on three key factors: Autonomy, Mastery and Purpose. Let's look at each factor in more detail:

Autonomy

Autonomy is the need to direct your own life and work. To be fully motivated, you must be able to control what you do, when you do it, and who you do it with.

According to Pink, autonomy motivates us to think creatively without needing to conform to strict workplace rules. By rethinking traditional ideas of control – regular office hours, dress codes, numerical targets, and so on – organizations can increase staff autonomy, build trust, and improve innovation and creativity.

Motivation by autonomy is often used by software companies, many of which give their engineers time to work on their own development projects. This gives them the freedom to try out and test new ideas, which can deliver benefits to the organization, such as improved processes or innovative solutions.

Mastery

Mastery is the desire to improve. If you are motivated by mastery, you'll likely see your potential as being unlimited, and you'll constantly seek to improve your skills through learning and practice. Someone who seeks mastery needs to attain it for its own sake.

For example, an athlete who is motivated by mastery might want to run as fast as she possibly can. Any medals that she receives are less important than the process of continuous improvement.

Purpose

People may become disengaged and demotivated at work if they don't understand, or can't invest in, the "bigger picture." 

But those who believe that they are working toward something larger and more important than themselves are often the most hard-working, productive and engaged. So, encouraging them to find purpose in their work – for instance, by connecting their personal goals to organizational targets using OKRs (Objectives and Key Results) or OGSMs (Objectives, Goals, Strategies and Measures)  – can win not only their minds, but also their hearts.

Offering staff the chance to use their skills to benefit local non-profits, for example, can foster a strong sense of purpose. As can developing a value- or ethics-led company vision that encourages people to "buy in" to its key organizational goals.

How to Build an Intrinsically Motivated Team

Making the change to a culture that focuses on intrinsic motivation can be daunting, particularly for organizations that are built on traditional reward and punishment models. But, Pink argues that – over time, and with practice – Type I behavior can be learned.

The following four strategies can help you to encourage your team to become more intrinsically motivated:

1. Try Out "10 Percent Time"

Give team members the chance to spend 10 percent of their working time on a project of their own choice.

These projects should fall outside of their day-to-day work, but offer benefits to your business. Fixing a software bug or finding ways to improve a process, for instance.

Warning!

A team that's already very busy and overworked, or that is facing a crisis, may not welcome 10 Percent Time, and may even see it as an additional burden. This view could be shared by senior management  – if you are currently behind on your core targets, for example. So, think carefully about whether this strategy is feasible for your team and when best to introduce it.

2. Take Steps to Give Up Control

Relinquish (some) managerial control in favor of giving your team members more autonomy. You can do this by:

+ Involving people in setting their own goals – individuals will likely be more engaged in their work when they pursue goals that they have helped to create.

+ Reducing controlling language – instead of saying "you must" or "you should," use terms like "consider doing" or "think about doing."

+ Having open-door hours – set aside time when people can come and talk to you  about business or personal issues, without fear of judgment or censure.

3. Develop "Goldilocks Tasks"

"Goldilocks tasks" are, as the name suggests, tasks that are neither too hard nor too easy, but "just right." They are team projects that encourage focus and flow , and which can aid the development of mastery.

These types of tasks resemble stretch goals – ambitious targets that challenge what people deem possible. They should stretch your team members and enable them to develop their skills.

Goldilocks tasks often involve collaborative work and have clear end goals. This helps to promote a sense of purpose. For example, you could ask your team to resolve bottlenecks in a product distribution system, or to improve your organization's customer service interface.

4. Promote Collaboration and Cross-Skilling

If your team has lots of skills to offer, you can put them to good use by allowing your team members to move between functions. And you can promote cross-skilling or up-skilling by encouraging them to share their skills and collaborate with others as part of your wider learning culture.

"Hot desking" (where people have no fixed desk and can sit in a different place each day) is a good way to facilitate this. It enables people to choose who they work with, and promotes knowledge sharing between members of different teams.

However, think carefully before introducing hot desking. There may be competition for space, and noise levels can sometimes build up and cause distractions. So, consider setting some ground rules before introducing hot desking.

For instance, you could ask people to clear their desks at the end of each day to avoid a build-up of clutter. And, if a team is working on an important project where communication is essential, make sure that they are able to sit together.

Note:

Make sure that these strategies don't go against your organization's objectives or policies, and that you get sign-off from senior management before introducing any of them. Otherwise they could end up being disruptive rather than helpful.

Avoiding Potential Pitfalls

In many organizations, developing autonomy, mastery and purpose will likely involve a cultural shift. So, think carefully about how the framework fits with your organization's activities and structure before introducing it.

Organizations that work to strict deadlines and protocols, and which consequently have a very strong Type X culture, may find this kind of motivational framework difficult, or even harmful. These could include, for example, law firms where professional standards are very important, or large production or manufacturing plants where process is key. Similarly, companies or teams that already have bonus schemes in place will likely find it hard to make the switch.

Even in the creative industries, which are Pink's primary focus, your people still need to know that their basic needs, such as security and safety, will be met. Avoid interpreting Pink's focus on intrinsic motivators as a green light to forget extrinsic ones.

Bear in mind that causes of satisfaction and dissatisfaction can be complex, and that Pink's framework isn't a "fix-all" remedy. Even if your team members love their jobs, they may still be demotivated by other factors, such as poor working relationships, for example.

Key Points

In his  book, "Drive," Daniel Pink proposes a new motivational model that he believes is a better fit for today's creative and innovative workplaces.

Pink's model focuses on enabling people to become intrinsically motivated – that is, using internal drives as a source of motivation. He calls this behavior "Type I." It contrasts with the traditional model of extrinsic motivation, or "Type X" behavior, which focuses on motivating people through reward and punishment.

To build an intrinsically motivated team, you need to focus on three key factors:
1. Autonomy – people are trusted and encouraged to take ownership of their own work and skill development.
2. Mastery – people see no limits to their potential and are given the tools they need to continue to improve their skills.
3. Purpose – people are encouraged to use their skills to achieve a "greater" purpose – for instance, getting involved in a "good cause" that they are passionate about.

To your greater success and fulfillment,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant
SMART DEVELOPMENT

Take the Next Step...
Interested in learning how to develop your organization's leadership capability, culture, and employee engagement? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees please 

contact: Email: petercmclees@gmail.com  or  Mobile: 323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, distribution centers, food production facilities, wealth management services, third-party maintenance providers, real estate services, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth.

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

 

 

Rediscover Your Joyful Spark as a Leader

 

 

 

 

 

 

Research shows that chronic workplace stress impacts our emotional well-being and can lead to physical health issues and cognitive impairments. It can also hurt a team’s work and strain relationships. But by proactively addressing what’s getting in the way of your team’s satisfaction, connection, and purpose, you can transform your workplace into a space brimming with positive energy and optimism. Here’s how to rediscover that joyful spark.

1. Find your why.

Connecting with yourself first requires you to embrace the driving force behind all you do — your why.

Ikigai is a Japanese concept roughly translated as “a reason for being,” or your life’s true purpose, satisfaction, and fulfillment. This concept suggests you can unearth meaning and contentment by aligning your passions, talents, and values as well as addressing the world’s needs. In an episode of the podcast In the Arena, author of How to Ikigai Tim Tamashiro describes it as “the inherent gifts you possess, which you can naturally share with others, thus illuminating and enriching their lives.”

Try finding your Ikigai by reflecting on these questions from Ikigai: The Japanese Secret to a Long and Happy Life by Héctor García and Francesc Miralles:

• What activities and pursuits bring you joy and enthusiasm? This information can help you determine what you love (your passion).
• What skills and talents do you possess for the greater good? This helps you determine what you are good at (your calling).
• How can you be acknowledged and rewarded for your contributions to the world? This helps you determine what you can be rewarded for (your profession).
• How can you make a positive impact on others and the world at large? This helps you determine what the world needs (your mission).

What brings you joy, what you are uniquely good at, and what the world needs from you are the fuel that keeps you going. Aligning your work with these elements can renew your passion and purpose in your role. For example, if mentoring others lights you up, grab a coffee and have a chat with a junior team member. It’s rewarding for you, helpful for them, and boosts morale. Plus, it makes your job more fun. Or, if you enjoy organizing social events, start a Friday playlist where everyone shares their favorite song. It’s a simple way to build connections, spread joy, and make the workweek a little more enjoyable.

2. Embrace a beginner’s mindset.

The daily grind can sometimes close our eyes to new possibilities.

Do you remember the rush of excitement when you landed your first job or were last promoted? Those initial days brimmed with potential, and everything seemed achievable. The thrill of new relationships, projects, and opportunities had you walking on air.

Do you also remember when that spark fizzled out? When situations that were once exciting began to feel stale? It might have started when someone quit, and you had to take on their workload with no change in salary or deadlines, spiraling into exhaustion, loneliness, and frustration. You might have felt like you couldn’t do anything right or became disenchanted with your boss, team, or colleagues.

You were burned out.

And it’s not just you who feels the impact of going from a bright-eyed beginner to a weary, overburdened drudge. Your colleagues, the people you manage, family, and friends sense it, too.

Shunryu Suzuki, author of Zen Mind, Beginner’s Mind, writes, “In the beginner’s mind there are many possibilities, but in the expert’s mind there are few.” Embracing a beginner’s mind, or Shoshin from the Zen tradition, means approaching the world with the openness and curiosity of a novice. This mindset, free from past knowledge and biases, expands our perspective and potential and can help us break free from feeling stuck or burned out by fostering a sense of wonder, eagerness to learn, and curiosity.

Encouraging your team to approach tasks and challenges with fresh eyes can uncover hidden opportunities and foster openness to new ones. You can model this mindset by actively seeking new perspectives and showing curiosity about different approaches. When a problem arises, instead of defaulting to past solutions, ask yourself and your team, “What can we learn from this? How might we see this differently?” Dive into conversations with a “tell me more” attitude, and watch as you build more profound, meaningful connections. This approach not only sparks creativity and enhances your understanding of yourself and others but also reduces the pressure to have all the answers.

3. Sprinkle gratitude and joy like confetti.

Actively expressing gratitude and recognizing others’ contributions can lift spirits, strengthen relationships, and build a supportive team culture. Research from the Greater Good Science Center at UC Berkeley shows that gratitude in the workplace leads to increased job satisfaction, improved mental health, and stronger team cohesion.

A coaching client of mine introduced a “confetti” tradition at quarterly staff meetings, sharing personal photos and anecdotes of proud moments and snippets of life outside of work to energize the room and strengthen social bonds. Inspired by this, think of someone who’s helped you or done something memorable recently. Say “thank you” with a thoughtful gesture that stands out. Celebrate your team’s wins with notes, shout-outs at the start of meetings, or small tokens of appreciation. These gestures foster a sense of belonging and boost morale.

Encourage your team to do the same. Turn it into a fun ritual to share unexpected or creative recognition during team meetings or one-on-ones. Celebrating small wins and acts of generosity can remind them of their positive impact, lighten the mood, and reduce ongoing stress. Sprinkle these feel-good moments throughout your onboarding process, highlight them on your career site, and seize every opportunity to transform your workplace into a more connected and joyful environment.

4. Fuel your joy.

Difficult days are inevitable. When work feels overwhelming, maintaining a “Happy Folder” on your desktop filled with positive feedback and memorable moments can lift your spirits and remind you of your value. For example, I treasure a PowerPoint presentation I received from a group of grateful students who graduated from their company's Leadership Academy where I teach.  This simple practice helps recenter my focus and boosts my morale during tough times.

And when did you last say to yourself, “good job,” “you are worthy,” or “it’s okay” to yourself? Ease up on self-criticism and give yourself the same kindness and recognition you offer others. Research shows that positive self-talk improves mental health by reducing anxiety and depression, building resilience, and boosting confidence. Just like Olympic athletes who meditate and engage in positive reflection to enhance their performance, you, too, can benefit from a positive mindset. By practicing this, you’ll recharge your batteries and be better able to support your team with enthusiasm and energy. Joy is contagious — when you model it, others will follow, creating a cycle of positive reinforcement.

When you need a boost, ask yourself: What aspects of my work bring me joy? What would need to be true about my role for me to stay here for five more years? How can I positively influence my team and create a ripple effect? This focus can transform work into a place of lightness and connection, countering the world’s harshness and reigniting your collective sparkle.

Integrating joy, hope, and optimism within teams is more than a modern version of management self-care; it’s a leadership mindset. As you implement these strategies, remember that the aim is not just to survive the toughest days — but rather to make work a place where you and your teams can share joy.

Click here to read a related post:  Build Resilience Against Stress By Managing Your Inner Dialogue  (5 min read)

To your greater success and joy!

 

 

 

 

Peter Mclees, Leadership Coach, Trainer and Performance Consultant  SMART DEVELOPMENT

                            Take the Next Step...
Interested in learning how to develop your organization's leadership capability, culture, and employee engagement ? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees or a SMART Development consultant please 

contact: Email: petercmclees@gmail.com  or  Mobile:323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, energy storage and facilities management, distribution centers, food production facilities, wealth management services, real estate services, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth.