In politics and in sports the phrase “keep it simple” is often repeated like a mantra as a way to win the contest.

But in the workplace, it can be a different matter. Office politics, worldwide competition and fast-breaking technological advances can mean we’re always scrambling to keep up with the next cubicle. This mad dash often is based on running the race as fast as we can, and not on reaching the finish line.

Instead of being more productive,  we find ourselves running out of gas and risking our emotional and physical well-being, not to mention hurting our careers with our lack of clear focus.

Is there a way to stop this spinning dervish? Absolutely. All it takes is some recognition that a problem exists and then taking steps to improve.

Speed can kill your credibility

In a world of 30-second soundbites, one-minute YouTube sensations and texts fired off in nanoseconds, it can be difficult not to be thought of badly if you just want to take some time to gather your thoughts before responding.

But since your credibility can depend on what you say, don’t respond if you’re not sure of your facts.

“Can you let me get back to you with that information after I’ve had a chance to check my facts? When must you absolutely have that information?”you can ask.  Often, people will back off their demand for immediacy once you slow down the conversation and ask for a specific deadline.

Also, consider turning off your email notifications. This may be difficult at first, so try checking emails by setting your cellphone timer for 30 minutes and expanding that by 15 minutes every couple of days. Eventually, you will train yourself not to jump into action whenever an email arrives, and your colleagues will learn to accept that you don’t respond immediately. You can also set an auto-respond to let family and friends know you’ll answer emails at a certain time each day.

Whether it’s answering an email, a text or even a direct question, not rushing to fill the silence can feel uncomfortable in such a fast-paced world. But experts say that it’s much better to take a moment and think of an appropriate and competent reply before filling it with nonsensical comments. Like the fact that you think strapping a cheetah on your Grandma’s back might be a good idea.

Always seek clarification

Have you ever been in a meeting and wish subtitles were available? Not because your colleague or boss was speaking a foreign language, but because what was coming out of their mouths made no sense? No one is a perfect communicator, so don’t be shy about asking questions when you’re confused about information being given. It doesn’t make you look stupid — but it sure will later when you get things wrong because you didn’t take the time to clarify information.

Never leave a meeting without a clear understanding of your action items, the deadline and who will be supervising your efforts. Summarize your understanding and make sure you get an agreement from team members and your boss. If you can’t seem to coral people long enough to get a clear idea of what you’re supposed to do, send an email with follow-up questions. Never make assumptions.

You can greatly reduce your workload if you ensure that communications are clear from the get-go so that you don’t waste your efforts heading down the wrong path. So, when someone starts rambling on about werewolves, don’t be afraid to ask, “What do you mean by that?”

Multitasking dulls creativity

Studies show that those who multitask are actually the worst at it. Such people, finds a University of Utah study, tend to be impulsive and overconfident of their abilities to multitask. If you’re working on an intense task and jump on the phone or fire off an email in the midst of it, studies show it can take you up to 15 minutes to regain your focus.

Multitasking is shown to not only increase stress, but to inhibit your creative juices. Your mind needs to have time sort of roam down those random paths, which is why so many people say they come up with great ideas while taking a shower or driving. If you’re constantly taxing your brain by forcing it to multitask and not giving it any downtime, you may find your success at work is hampered by your inability to come up with an innovative thought.

One of the easiest ways to break the multitasking habit is to lock away your devices. That means when you’re working on a report, shut off the email alert, put your phone in a drawer and turn off the television. Or, if you’re going to have a phone conversation, consider strolling outside so that you’re focused only on the conversation and not the emails popping up or the texts buzzing — or even your colleague eating what looks to be the world’s biggest doughnut.

Ask your family to help you break the multitasking habit at home by giving you a thumbs down sign when they see you trying to cook dinner, check emails and text your boss.

While you may believe you’re a whiz at multitasking, chances are you probably suck at it.  The result is that  instead of being more productive, you’re missing key information, irritating your colleagues — and probably making yourself dizzy.

Learn to think more deeply

Ever since the economic downturn, more workers have begun taking on more work. Part of that was in response to others being laid off or positions going unfilled, and part of it was because of the pressure we felt to be more productive in order to keep our jobs. Do you think you’ll get fired if you can’t perform like a robot unable to do multiple things at one time? If so, then it’s time to remember that you’re human and switching back and forth like a crazed robot may just lead to you short-circuiting.

Research shows that it’s more productive to break your work up into chunks. So, for 20 minutes focus on one task, which can train you to concentrate and think more deeply.

If you  find yourself unable to focus for that long, try learning to meditate. This can also help train your brain to focus on one thing at a time, and over time it should become easier and help you focus on different tasks for longer periods.

Make the investment in retraining the way you concentrate and focus, because you never know when a little girl who isn’t old enough to vote yet may hold your fate in her hands….

Being more productive at work isn’t that complicated. It just takes focusing on the task at hand instead of the werewolves, cheetahs and robots who hang around just to distract you.

Photo Credit © YouTube

The hashtags say it all: “#worstspeechever,” “#justkillmenow,” and “#epicfail.”

The worst part? Those are the kindest tweets. The others involve words your mother told you to never use.

If you’ve received such reviews, you’re not alone. Some of the brightest, most intelligent professionals are also the kind of public speakers that make others want to run for the exits the minute they spot them behind the podium or loading a PowerPoint.

Giving a great speech is not that difficult if you avoid the common presentation traps that ensnare many professionals.  If you want a public talk to enhance your career and not kill it, then you should:

1. Stop channeling your high school debate team.
Those oration lessons you learned from the speech teacher? Forget them. You want to focus on having a conversation with your audience. Study how talk show hosts like Oprah Winfrey or Katie Couric lay out a problem and include their audience by telling stories about a problem and then outlining solutions. At the same time, they’re always willing to share a bit about themselves so that the audience feels like they have a relationship with them. Remember that audiences these days expect to be entertained while also being informed.

2. Stop depending on technology.
Could you give your speech if your PowerPoint crashed? If you cannot, then you’re not prepared to give a speech. You should be able to convey a compelling message without technical aids, so ensure you’re familiar enough with the subject you can talk without such prompts and still make it interesting.

3. Quit being robotic.
President Barack Obama has been criticized for being an unemotional speaker, while First Lady Michelle Obama gets high marks for her energy, emotion and eye contact. This should reinforce the lesson that no one can expect an audience’s attention if they don’t earn it.

4. Avoid just sticking to the facts.
Just because you’re talking about widgets doesn’t mean you can’t connect with the subject. Think about why those widgets are important to your audience. Will the new widgets make factories more productive, and perhaps save hundreds of jobs? Let the audience see that you understand why it’s important to them.

5. Ditch the shoes that pinch.
If you’re in a pair of shoes that are killing your feet, it shows. Any personal distraction – hair that falls in your face, jewelry that clangs about and a too-tight shirt convey uncomfortable body language. Always try on the clothes and shoes the night before a big speech, even if you’re worn it before (you could have put on a few pounds since last time). You need to feel so comfortable that it feels natural to move around and gesture without fearing you’re going to pop a button or develop a foot cramp. Your relaxed body language is critical if you want your audience to feel comfortable with you.

6. Forget the stale rhetoric.
If you’ve used an anecdote or saying in one speech, you need to choose something else the next time. You never know when an audience member has heard you before. At the same time, avoid picking up anecdotes from the Internet or public speaking books, as the audience is likely to have heard it before.

7. Embrace silence.
You’ve been asked to speak, so speak you must. But that doesn’t mean you should try to pack as much information as possible into your allotted time. Don’t be worried about taking a pause, especially after a significant piece of information. Let the audience digest it, then move onto your next point. If you lose your place for a moment, don’t try to fill it with “ums” or “ahs” or “so.” A pause also can be effective in delivering a humorous message – just watch a few videos of stand-up comedians like Jerry Seinfeld and you’ll get the idea.

8. Keep your iPhone out of reach.
Walk away from that smartphone before any speech. Turn it off, hide it under your chair or bury it in a coat pocket. Instead of holding onto it like a security blanket or using it to check last-minute emails, take the time before a speech to mingle with audience members. A smile, handshake and “so happy you could make it” will help you establish rapport with audience members and get them more engaged from the first words of your speech. It’s especially important to reach out to those sitting near the front, since you want to make eye contact with them.

Many professionals believe they can give a speech because they have a deep knowledge of their subject. The problem is that they’re not prepared to share that insight in a way that’s entertaining and informative. The result is that they alienate the audience and lose a golden opportunity to ramp up their professional standing.

That’s why it’s worth investing in a public speaking class. Even a weekend seminar can be worthwhile in helping you hone your presentation skills so that Twitter is abuzz over your abilities – not your goofs.

What are some suggestions you have for public speakers?

Photo Credit © The Center for Social Confidence

For teenagers, science supports the idea that they’re not morning larks – they do better with later school start times and not being forced to function at 7 a.m.

But as we grow older and have children of our own, we often experience a shift in our body clocks and begin to function better in the mornings. Instead of getting revved up at 10 p.m. for a night on the town as we did in our 20s, we’re asleep in the Laz-Z-Boy by 9 p.m.

Lumosity, the company known for online games that claim to boost your brain power, says that it recently decided to look at its users to determine when and how people prefer to train their brains, and how age may figure into the equation of performance and learning.

Lumosity researcher Daniel Sternberg says the results show in a study of 714,188 participants, brain performance peaks at different times of the day depending on the cognitive task you are engaging in.

Specifically:

• On average, people perform better at working memory and attention tasks in the morning, and creative tasks later in the day.
• Night owls may do better completing their critical daily tasks at night when they are most productive, and saving their creative thinking for earlier in the day. For morning people, the opposite holds true – do creative tasks at night and critical tasks in the morning.

In addition, Lumosity finds that most of its participants playing cognitive training games are most likely to train from 9 a.m. to 3 p.m. and 6 p.m. to 8 p.m.  Middle-age participants are more likely to train in the evening, he says.

Such information, he says, may be valuable for bosses who are seeking better training results, or from individuals who want to boost their creativity.

“If you’re a morning person, for example, you need to crunch through your work during the morning when you’re the most focused, then let yourself have those more creative thoughts later in the day,” he says.

Have you learned to adapt your body clock to achieve maximum productivity or creativity?

Recently, Anita Bruzzese sat down with her dog, Annie, to find out why dogs seem to be just so darn happy with whatever job they’re asked to do in life.

AB: Thanks for agreeing to chat today. I have to be honest that I never thought I’d be asking you for career advice.

Annie: I’ll bet you never thought I’d find that ball you hid the other day so you could stop playing fetch, either, did you? Did you honestly think I wouldn’t find it under that chair cushion?

AB: Uh, OK. You caught me there. Actually, that brings up a good question that readers may find helpful. How do you stay so tenacious in getting what you want? How come you never seem to give up?

Annie: Dogs don’t worry about the future. We live in the here and now. We’re not worried about what anyone else thinks of our actions – we want what we want. Why get bothered with distractions when they don’t really matter?

AB: You’re telling me that you never get distracted? What if a squirrel ran right by you?

Annie: Squirrel?!? Where? Where?

AB: That was just an example. Can you focus, please?

Annie: There’s another lesson for you. You humans get cranky over the dumbest things. There’s no reason to get your back up. A simple growl is enough.

AB: Are you saying humans aren’t good communicators?

Annie: Honestly? You humans are the worst. Simple directions are the best. You go on for 10 minutes about how I need to behave on a walk, when all I really want is to pee on that mailbox and sniff the dog next door. I end up forgetting what you told me to do, and then I’m the one who gets the “bad dog” look.

AB: Yeah, about that sniffing. What career lesson are you trying to teach with that one?

Annie: Look, there are some things humans will never understand, OK? Next question.

AB: I get your point about staying focused on your goals and keeping communication simple and direct, but what exactly am I supposed to learn from dogs when it comes to peeing on mailboxes or trees?

Annie: Look, we dogs know that if you want to stay ahead in the pack you’ve got to make sure others know you’re around. We mark our territory not to be mean, but to say “I’m here. What’s up?”

AB: Sounds a lot like networking among humans.

Annie: Yeah, that’s sort of it. But without the expensive drinks and lousy cheese puffs.

AB: I think what a lot of people want to know is why you dogs are so happy with what you’ve got going on. I mean, we humans stress over our careers, over balancing our work and family demands – even over missed emails. What’s your secret?

Annie: As I said, dogs focus on the here and now. If we’re tired, we take a nap. If we’re hungry, we eat. If we want to play, we try to find someone to throw a ball. We focus on what we need to do to be content or happy or relaxed in that moment. When you take that approach, you never know what great thing will come along – without you even worrying about it.

AB: You mean like a squirrel?

Annie: Squirrel?!? Where? Where?

What lessons have you learned from your dog?

Peter Cook believes quite a bit. As the author of “The Music of Business,” and head of the Academy of Rock in the U.K., Cook looks at artists such as David Bowie and Alice Cooper and finds lessons he believes will transform the way you do business.

In an interview with Anita Bruzzese, Cook talks about how we can glean business wisdom from our music idols.

AB: Why do you feel the connection needs to be made between music and business?

PC: Music and business are traditionally seen as separate subjects at school, yet this is an artificial division.  Music is applied physics and many great scientists and mathematicians are often musically inclined.  Steve Jobs, Albert Einstein and Richard Branson are all great examples of leaders who have a passion for music.

So, I set out to draw parallel lessons between business and the arts, specifically music.  I found many such parallels in areas of business such as strategic thinking, creativity, innovation and the leadership of change.  I’ve set these out in the book “The Music of Business” and it’s predecessor “Sex, Leadership and Rock’n’Roll.”

AB: You say that Lady Gaga can teach us about business strategy. How so?

PC: In the book I have a chapter containing five lessons that we can learn from Lady Gaga on business strategy and social media. While Gaga is undoubtedly a music sensation, it’s also true that she has respected her elders and stood on the shoulders of giants such as Madonna and glam rockers such as Queen and Alice Cooper to craft her music, stage performance and image. This has given her wider appeal across generations and is likely to ensure that she lasts longer than most people in the music business today.  The other clever trick Gaga has used is to understand and exploit the relationship between the 3 F’s : fashion, fans and followers.  This has created a shared identity on social media that brings her fans into intimate contact with what Gaga stands for.  Her fans have become an unpaid public relations force.

AB: David Bowie is known for being creative. What can we learn from him to apply to our careers?

PC: David Bowie is unusually both creative and an innovator. Creativity is the thinking of novel ideas whereas innovation is the successful execution of novel ideas. Bowie has turned his ideas into a profitable career that has lasted much longer than the average one-hit wonder.  To do this, Bowie has surrounded himself with great people, he has changed what he does and pulled off the clever trick of taking his audiences with him and gaining new ones.  It’s more usual to change your music and lose your audience. So it is also true that great leaders hire people that are better than themselves in their specialist roles.  They also manage to change what their business does, keep existing customers and gain new ones.

AB: Which is likely to teach us more: An MBA or Led Zeppelin? Why?

PC: Unfortunately, I must answer this question with the word “both.” MBA’s teach you essential knowledge and skills that any successful person needs to know to help them make good decisions and so on.  Leadership is something you do, rather than read about, and this is learned at the school of hard knocks. To be excellent in business, you need knowledge, skill and attitude. The first two elements come from formal learning such as MBA programs.  The attitude part comes from real- life learning, such as those from Led Zeppelin.

AB: Can jazz really help us beat the competition?

PC: Playing jazz music won’t help you do anything in business.  However, core features of jazz include the ability to improvise within a structure and pass the leadership of a team from person to person.  There is much leaders can learn about improvisation and innovation from the study of a jazz band, even if you are not musically inclined. Too much improvisation and your audience leaves the room as the performance becomes too self-centered. Too much structure makes for a dull performance.  Leaders need to strike a balance between order and creativity.  They also need to learn to trust others to take the leadership role and music provides great insights into such things in ways that other metaphors for business do not.

Readers, what other ways does music teach us important business lessons?

Just 29 days after the sinking of the Titanic, survivor Dorothy Gibson starred and co-wrote in a film about the disaster that claimed more than 1,500 lives. Although no copies of the film exist today, more than 20 other movies have been made about the Titanic, and more than a dozen television movies or episodes are devoted to the subject.

It’s clear that the fascination with the Titanic has remained strong in the last century, so it may be worth considering what simple, yet often overlooked, lessons this famous disaster can still offer, especially in terms of project management 101.

• Learn to make adjustments. Titanic’s captain, Edward Smith, often receives the lion’s share of blame for the disaster, and his obstinate belief that the ship could not sink helped lead to it being at the bottom of the Atlantic Ocean.  When the ship’s crew was warned about icebergs, did it move to Plan B? Nope, it plowed ahead. When project managers spot trouble ahead, they’ve got to be flexible and get team members to chart a new course.  They can’t be so fixated on sticking to a timetable or a process that there are serious repercussions – such as failing to meet the goal or doing so with great losses.
• Don’t fail to plan ahead. The Titanic was considered a luxury ship, outfitted with a gym, swimming pool, swanky cabins and top-notch service and food. What it didn’t have was enough lifeboats.

When working on a project, too many times the goals aren’t clearly defined, and that leads team members into rough seas that can soon have them floundering. When they need someone to pull them out, are there life rafts? Is the project set up from the beginning with safety measures to ensure that managers and stakeholders are on the same page? Or does a lack of clear communication and organization endanger the project from the beginning?

3. Train the crew. No one likes to contemplate failure, but the possibility is always there. Project managers can give team members the confidence to do their jobs by providing the right preparation and training. How many times have you heard heroic firefighters or military service members say after a successful mission that it wasn’t that big of a deal, because it was what they were trained to do?  Titanic’s crew had been so indoctrinated with the idea that the ship was infallible that they were unprepared when things started to go wrong. That led to a horrible outcome, and the same can be true for a team that isn’t prepared by the project manager and given the right project management software to do their jobs.

It’s doubtful the fascination with the Titanic will wane any time soon, but project managers can still learn lessons 101 years after it sank. They should take the lessons seriously to make sure their crews are trained for success—and for choppy waters.

Photo Credit © joblo.com

“Stop Complainers and Energy Drainers,” author Linda Swindling recently talked with Anita Bruzzese to offer some insight into whiners:

 1.       Why do people complain?

Everyone complains and vents at times and for all sorts of reasons: There is stress at home or work. You could be facing a difficult situation, a big change, or maybe there are health or financial concerns.

Chronic complainers, however, are self-absorbed. Their complaints aren’t helpful. They create a hyper-focus on negative issues.  These energy drainers are using whining, complaining, and/or offensive behavior to obtain rewards, avoiding some sort of pain or gain control.

 2.       What do they complain about the most?

The top complaints are too much work to do, unclear direction or lack of feedback from leadership, and incompetent co-workers or bosses. Chronic complainers suck the resources, time, energy and joy out of work and life. They aren’t concerned with solutions. For many, their bad behavior has worked since childhood. In fact, chronic complainers often are compared to school bullies, spoiled toddlers, whiny children, sneaky adolescents and sullen teenagers.

 3.       What do complainers cost those in the workplace?

Surprisingly, 78% of people report a loss of at least 3 to 6 hours each week because of complainers. At a minimum, that translates into one to two months spent every year for every person who spends time dealing with complainers. Thirty-two percent say they spend more than six hours per week, and 2% report that complainers consume more than 20 hours of their time during their workweek.

This unproductive time costs companies at least $4,600 to $9,200 per year per employee. That means that U.S. employers are spending at least $10.2 billion on wasted time per week and over $513 billion a year on complainers and draining situations.

Employees don’t want to work with complainers, even if you pay them. Seventy-three percent of people say they would choose to stay in their current job at their current annual pay rather than accepting a $10,000 pay raise that required them to work daily with a chronic complainer.

If you don’t address the work drama, you risk the loss of productive contributors. Complainers cause good employees to leave a company and jobs they like. At least 11% left a job because they couldn’t stand working with a complainer. Culture rates above salary as a key component in why people, especially good performers, stay in their jobs.

 4.       Is there anything you can do when the complainer is your boss?

If the complainer is your boss, you first need to listen and make sure you aren’t causing the problem and that the solution isn’t yours to fix. Despite their roles as leaders, bosses are still attempting to get a need met. Use caution. Not all solutions fit all complaining bosses. Each of the five types of complainers have a specific way of complaining, including tone, conversation style, words and behavior. They also want different outcomes:

Whiner bosses want empathy and connection. They complain by showing disapproval, venting or withdrawing. Don’t try to solve their problems or become their personal counselor or coach. Listen for a short while, empathize and then ask what solutions they are going to try.

Complicator bosses want calm and stability. They complain by blocking, complicating and creating confusion. They can appear as micro-managers, perfectionists or critics. Slow down your approach and explain, recognize their expertise and knowledge and offer suggestions as an upgrade or logical next step.

Prima Donna bosses want recognition. They complain by seeking attention, gossiping, interrupting and interfering. They can make unrealistic promises you can’t deliver, use you as a scapegoat and take the credit for your work. Help them gain positive attention and look good to others. Don’t get lost in the drama they cause and, if possible, find ways to publicize your results to peers and people who matter.

Controller bosses want action and to accomplish goals. They complain aggressively to control or reach an outcome. They can be bullies, tyrants and bulldozers. You will need to assertively stand your ground without being aggressive. Show them that progress is being made. When you can, allow them to make some decisions from a narrow selection of options.

Toxic bosses want to further a self-absorbed agenda. They complain to manipulate or poison the environment. They can use any of the other four types of complaining to divert attention away from their own inadequacies, misrepresent their expertise and promote their interests. Protect yourself by keeping your own records, seeking help from a trusted advisor such as a mentor, coach or counselor. Watch what communication works best with your toxic boss. Do your best to steer yourself clear of them, including transferring to another team, division or job. Warning: Use stealth when you are looking for an escape. Toxic bosses can retaliate.

(To identify which of the five complaining types you’re dealing with go to www.StopComplainers.com and take the free assessment “Spot Your Complainer’s Type.” )

 5.       Which type of complainer causes the greatest problems and why?

The most dangerous complainers are “controllers” and “toxics.” When they are pushing to get something done or eliminate a delay, “controllers” can be seen as bullies or harassers with their demanding nature and “no excuses” allowed demeanor. “Toxics” are narcissists, manipulators and even psychopaths. They are charming, disarming and poison an environment. When you employ people with no conscience and who are concerned only with furthering their own goals, the torment and harm is without measure.

 6.       What is constructive complaining and why should it be encouraged?

It sounds unbelievable, but criticism can create beneficial business results. Complaining customers who take the time and energy to identify an area of concern are doing you a favor. If situations are brought to light early enough, a company has the opportunity to make it right.

Some tips to encourage constructive feedback are:

• Listen to the complainer without judgment.
• Don’t blame.
• When in doubt, ask questions.
• Show appreciation for the information.
• If you are in the wrong, say, “What can we do to make it right?” or “What do you think is fair?”
• Do not dwell on the past. Once you understand the problem, focus on a resolution and the future.

Have you ever had colleagues or bosses that constantly complain?  How did you handle the situation?

If you’re like 75% of other Americans, you’ve experienced moderate to high levels of stress in the past month, and often lie awake at night because of it.

Trying to balance the demands of your work and family life can stretch even the strongest among us to the breaking point. But there is a way to be successful and productive even when under stress, says Sharon Melnick,  PhD and author of “Success Under Stress: Powerful Tools for Staying Calm, Confident, and Productive When the Pressure’s On.”

In her book she writes that stress is not necessarily the result of too much work or continual interruptions, but rather when the demands of your situation exceed your perceived ability to control them. Every challenge, she writes, can be divided into the 50% you can control and the 50% you cannot.

In this interview with Anita Bruzzese, Melnick offers strategies to cope:

In the book you address being “impeccable” for the 50% you can control when faced with a challenge. What do you mean by this? 

SM: We face so many stresses in our lives. The average business professional has 30 to 100 projects on their plate, gets interrupted on average seven times an hour and faces increased competition and rapid changes in their business. On top of that, 65 million of us are too wound up to sleep through the night so we walk around exhausted, and plenty of us have at least one person in our lives who drives us nuts!

The key to having success under stress is controlling what you CAN control.  You can practice this by dividing every challenge into two parts: the aspects of the situation that you can control, such as how you communicate, and the aspects that you can’t control, such as other people’s reactions.  Then, make sure that you are effective in what you are doing before you ever allow yourself to lose time and focus in frustration over what is not in your control.

AB: Many people feel stress because they feel trapped in their situation, whether it’s a bad boss or a demanding schedule. You say there are ways to keep a positive outlook and be happy even when the situation is negative. Can you give a couple of tips on how to do this?

SM: 1. See if you can turn that situation on its head in order to make it work for you.  Look for a “what’s in it for me?” How can you “use the company” instead of feeling used by them?  You too can turn an obstacle into opportunity!

2. You may be stuck in a bad situation because you have not exercised the choices that you do have in the situation.  If you are trapped in a relationship situation at work or at home, have you used the most effective influencing techniques to persuade that person to support you, or have you just been hoping the other person will change?  Have you set up constraints that are of your own making? Could you use your same skills in a new industry or start a side business? For example, instead of just being another coach, I now coach thousands of people to be productive under stress.

3. Scientists estimate we have about 60,000 thoughts a day.  That self-talk you have all day long is like listening to a mental iPod.  What tunes are playing on your mental iPod throughout the day?  If they are tunes that are bringing you down or focusing on what’s bad about your situation, you can always be a better DJ of your own mental iPod.

AB: Can you explain what you mean by clarity being a time management tool?

SM: The first thing you want to be clear about is this: What is the best work to be accomplished by you versus other people? Spend as much time as possible doing that skill, and require yourself to delegate, outsource, barter, or eliminate as many other tasks as possible.

Second, be clear about the objectives your work serves. If you work in an organization, make sure that the work you do aligns with the strategic objectives of your group and the company’s future directions. Always ask your manager for that larger context and check in to make sure your work is on track.  If you work for yourself,  rather than going to random networking events or trying to get your social media messages anywhere and everywhere – spare yourself this “spray and pray” marketing in favor of real clarity.

Third, answer in three seconds this question: “What are the top one or two efforts that either add the most value to your organization or do more than any other effort to bring in new business?”  Instead of getting caught up in the day-to-day, think through the work you have to do until the point of clarity.  Let your clarity help you be intentional about what you spend your time on.

AB: Some people claim they feel they have to do it all, such as meeting all the demands at work and at home. What advice would you offer them about trying to wear multiple hats all the time? 

SM: Though you will be tempted to do everything, you’ll stretch yourself too thin and won’t achieve as much as you want in any area.  Welcome to the new normal! Make your decisions in a context: identify what is most important to you in the current and future chapter in your life.

In addition, as Keith Ferrazzi discusses in “Never Eat Alone,” find ways to blend your work and personal lives, such as having business associates over for dinner to join in with family time, or having your children help you with some household chores or even work-related tasks, such as organizing your expense receipts.

You also have to “train” the people around you to support your efforts to be available for both work and personal interactions.  Examples include over-communicating with people you work with about your upcoming vacation in which you’ll be unplugged, or giving your family criteria for when it’s OK to call you at work and what can wait until you’re home for dinner.

AB: Can you discuss the difference between “always available” and “available on my terms”?

SM: Do you know “why” you make yourself available 24/7?  If you do, you’d be ahead of the rest of us who are unaware.

Is it that you want to be seen as responsible and responsive by your boss, coworkers and clients? If so, is it because you are proud of the contribution you make or because it helps you feel like you are a worthy professional?  Or it could be you are available out of fear – you are worried that the rewards will go to your competition or you will be reviewed unfavorably.  The more you know about why you make yourself available, the more you can check whether your assumptions are accurate.

We can’t help having our attention immediately drawn to an incoming text or email notification.  And I mean that literally – our brains are wired to deflect our attention to it.  But even if we don’t have free will, we still have “free won’t.”  We have the ability to stop ourselves from responding to that interruption. Decide what degree of availability seems right for you – have pre-set criteria which interruptions and communications you will respond to, and then filter out all other communications as often as you can.

Perhaps it’s a new way to use technology to solve a chronic problem with employee turnover or a way to eliminate troublesome bugs in a new process, but you know you’ve hit on something big.

Your tingly feeling quickly dissipates, however, when you consider that the boss will never buy into your idea. The last time you tried to tell him about an innovative idea his eyes started to glaze over within the first two minutes of your pitch. The next time you thought of an idea, you sent him an email about it.

He never responded.

If you’re someone who has great ideas but struggles to communicate them, you may become so frustrated that you consider leaving your employer. You believe that another company may appreciate you more, and your proposals will be heeded and appreciated.

Wrong.

The truth is that if you’re unable to advocate successfully for your own ideas in one company, the problem is sure to follow you no matter where you go. That’s because the problem lies within you, not within your department or company.

If you want the boss to listen to your ideas, one of the most important strategies is learning when to pitch your idea. Time it wrong and you get the glazed-eye stare.  For example, you don’t want to suggest a new idea when his plate seems full with projects or deadlines, or he’s rushing out the door for a business trip. Often, you can strike up a friendship with someone who works closely with his schedule, such an executive assistant or an office manager, who can give you a clue as to when he might not seem so stressed about deadlines.

However, if your idea would help the boss handle a major problem he’s currently trying to solve, don’t hesitate. That issue will be top-of-mind for him, so jump in.

Here are some other ways to get any boss to perk up and take notice when you propose an idea:

Gauge the mood

Bosses will be in a better frame of mind and more receptive to ideas if they’ve just landed a new client or come through an audit with flying colors. They’re also more likely to be open to spending money if it’s still early in a new budget. Money gets tighter as the year goes along, so try to propose your idea in the first quarter.

Pack your suitcase

One of the best times to talk to the boss is while traveling with him.  Whether stuck in airport security lines or killing time in the hotel bar, sharing a road warrior experience gives you great opportunities to make a pitch. If the chance arises for you to travel on an assignment with the boss or attend a seminar with him, take it.

Communicate urgency

Most leaders move from one crisis to another. They’re constantly in firefighter mode, ready to jump in to put out one fire before moving to the next critical need.  Make sure the boss understands why he must listen to your proposal now and not put it off.

Tie it to the bottom line

Any proposal must immediately convey to the boss why the idea is going to have an immediate impact on the company. Will it bring in new customers? Save money? Position the employer ahead of the competition? Boost employee morale and productivity?

Be prepared

Bosses don’t want to ask you how such an idea will work and you stammer out “Well, uh….” If you pitch an idea, you better be ready to answer questions about how it can be put into place without costing too much time or money.  Bosses are more open to ideas that seem to already be off and running, so do due diligence beforehand.

Fit the culture

If you work in a conservative culture, proposing something really risky is likely to turn off the boss.  You’ve got to pitch the idea in a way he can see how it will fit in with existing practices or projects that already have the green light from senior leadership.

Avoid office politics

Any proposal that could step on the toes of another department may be immediately vetoed by a boss. If you need stakeholders from other areas for your proposal to work, try to get initial buy-in from them before you meet with your boss. You’ve got to make it appealing to those who will be affected or you’re likely to get resistance from your boss and other department heads.

The thought of becoming a bigger advocate for your ideas can be a bit scary.  But once you do your homework and time your pitch correctly, you’ll find greater success that will help you in this job and others.

What ways have you found effective in being a better advocate for your ideas?

But did you know that many of those television favorites have career lessons to teach you? Pay attention while Sonny Crockett, Cliff and Norm show the way to a smarter career…

Know and Build Your Personal Brand

1. When the economy went bad, many people realized they were not in a position to argue that they should keep their job over someone else.  “I’ve been here longer than him,” was not considered a good argument as employers looked to retain top performers.

Or, when promotions became scarce because of lean staffs and budget cuts, many people learned they made a big mistake by not developing and promoting a personal brand. When they began trying to market themselves for big projects, for example, they didn’t have a clue about how to differentiate themselves from the other people vying to be included.

When it comes time for you to climb the career ladder, are you passed over because the leadership doesn’t really know who you are? Are you just some nameless face in a meeting that doesn’t contribute much or is too shy to tout your skills for important projects?

You need to look for ways to consistently connect with your bosses and your network to communicate your brand. What are you doing every day to stand out? What message are you delivering about who you are, your skills and what makes you worth knowing?

In this montage about the character of Norm on “Cheers,” you can quickly see how “Norm!” becomes part of the branding message of this character.

What “Stormin’ Norm-isms” are you using?

Know How to Resolve a Conflict

2. Nowhere is it written that when you get a job you’ll just love all your co-workers to pieces. The reality is that they’ll rub you the wrong way, just like your little brother did with terrible knock-knock jokes when you were growing up.

While your Dad may have gotten involved to stop you and your pesky sibling from killing one another, bosses do not like to be dragged into trivial spats, such as who didn’t clean up in the break room. Not only does resolving a conflict interrupt your boss’s busy day, but such childish disagreements make you look immature and spiteful – much as Vanessa does in this clip from “The Cosby Show.”

Learn How to Negotiate with Coworkers

3. Employers want employees who are collaborative, and whining about what marketing or sales did or didn’t do will not help your reputation as someone who can work well with others.  You have to learn to negotiate not only with customers and vendors, but with those in your own organization.

Strutting around being negative and refusing to cooperate to achieve a satisfactory outcome may just blow up in your face just like it did for the “Miami Vice” character of Sonny Crockett.

Know How to Handle Stressful Situations

4. Stress is something that goes hand-in-hand with any job these days. We’re working harder than ever before, but despite our best efforts we sometimes fail.  When you lose a promotion, for example, you may want to scream or cry. But it’s best not to confide in your colleagues about your anger or disappointment because it can put them in an awkward position – and you never know if your comments may get back to the boss. It’s important for your emotional well-being to confide in someone, and that should be a trusted family member or friend. This will help you put your situation in perspective and move on.  And who doesn’t need a hug after a stressful day just like Kevin in “The Wonder Years”?

Have Short & Long Term Goals

5. Sometimes despite your best efforts, things just aren’t going well in your career or your job. It seems like the nightmare will never end, and you seriously consider crawling back into bed, pulling the covers over your head and staying put until 2015. But now is the time to rethink your career strategy and come up with a new plan of action.  What courses can you take to boost your knowledge or skills? Does leadership know of your efforts and how can you make sure they do? Are you making connections that can help get you included on a big project?  Once you draw up a plan of action with short- and long-term goals, you’ll be well on your way to putting the nightmare of the last year behind you – much as Pam did when she discovers that Bobby isn’t really dead.

Just taking a shower.

One more video that may make a difference in your career is the introduction to QuickBase, an online collaborative database to help you and your team be more productive.