Tag Archives: Best Practices

Why I take a month-long break every year, while the rest of the company works

Taking a break to contemplate life and your place in it, along with your work can greatly benefit you and your company (photocredit: http://marketingdeviant.com/)

The more recent pause in posts has been because I took a four-week break from work and headed home to the US where I am from. I hadn’t seen my family in a year and missed them horribly. This “long break” was a clause that I had negotiated with the owners when they brought me on board (they offered me a low salary, so I needed other perks to make up for it): I needed a month off every year (unpaid), even while the company worked. Some people would say that it is both selfish and stupid, but for the company and myself (both as a leader and as a person), it has been invaluable.

Here’s how both I and the company have benefitted on the personal side:

  • It rewards and refreshes the mind, body and soul in a VERY necessary way: Good leadership is ultimately backbreaking servitude. My hours are long and, often, thankless, and leadership is extraordinarily lonely. This is not by choice. It just comes with the job (not asking for pity…I signed up knowingly). As you go up the chain-of-command in a company, you have fewer and fewer peers whom you can talk to and confide in. Many things are confidential, and you deal with much more “heavy” material – cases that no one else wants to touch, things that no one wants to (or can) take responsibility for, and in many cases, jobs that require a skillset that only you might have. This eats into your energy and time in a way I can’t express. Without a family or support system at home (or in the office) to balance things out, it slowly eats away at your system. This is why most CEOs are compensated so highly (sometimes I think its a bit much and unnecessary). I think its so that they can have the other perks to balance out the heat of the job. In my case, I get none of those perks, including pay. And I have no family and few friends (partially because the hours are so long and partially because I don’t really fit in here). My burnout rate is consequently, very high. These breaks keep me healthy, and consequently the company healthy and on the right path.
  • Mental and Emotional Rejuvenation Fuel Necessary Depth of Thought: The reason I need such a long break is because I need to be charged up physically, mentally, and emotionally. It usually takes a week for me to get physically recharged (mostly with good food and sleep); but it takes longer to get mentally and emotionally recharged. When the brain tires, creativity declines, and my greatest asset in my current position is to be creative when everyone else is not; and in a capacity that other people cannot be. As CEO, I am responsible for strategic planning and execution, overall problem analysis, goal orientation and direction. I have to both think out the goals at a company, department and individual level, and then figure out a way to get there, and then motivate my team to move in that direction. If they don’t see it, its my fault. If the company or department or individual is stuck, its ultimately my job to find a solution (either through or outside my team) and then move towards executing it. This is not physical strength, but mental and emotional strength, and this is what fuels creativity and depth of thought.

The break, for example, is what fueled the space to collect and write down my thoughts, and start blogging again. Similar to a cow chewing the cud, the break allowed for a lot of things that I had mentally filed away when I was triaging a specific case to come back and sift through. I am able to see things much clearer as a result…things that were done right or wrong, things that needed to be fixed or done better, holes that are still left and leaking within the company. It all comes back in moments of quiet, and it allows tremendous depth of thought and much more efficient action. I grow a lot in those moments, as does my skillset, and this makes the whole company grow as a result. My brain floods with ideas; problems I have long been contemplating suddenly have solutions. Its really exciting, and counterintuitive, but I often find I do my greatest work when I am on “holiday.” And its because I’m allowed the space to think deeply.

Here’s why on the company side:

  • It builds resilience in the firm: As the ultimate servant, people can get a little too dependent on you to do things that they can probably do themselves. So when I’m gone and my contact with them is curbed, it forces them to grow and step up in ways they haven’t before. I often come back to see depth of thought on the part of many members of my team, lots more questions and answers, eagerness to learn and grow, and greater levels of confidence. Its a beautiful thing to see.
  • Performance is glaringly obvious: Conversely, I’m also able to see the “holes” in my team, company strategy or structure, communication, etc. Based on this, I know how well we have been performing, how much more I can push my team and the company. At an individual level, I can see who all have grown as individuals or team players, and who haven’t…who fit in the company and who don’t. Everything becomes much more obvious.

This time, for example, I knew that we were doing good as a team, and company when I got back, and it was incredibly affirming.

Last year (eight months after I took over as CEO) when I got back from my break, I had a long line of people (juniors, seniors, and upper management, including the owners) waiting with a list of complaints of things to fix. I could see that while we had made a lot of progress in the first eight months, there were still LOTS of things to do. Had it not been for the break, I probably would have been overwhelmed and unable to sieve through the chaos. But it was soon glaringly obvious to me that there were still LOTS of HR issues. Communication and team-building, as well as the need for mature design leadership emerged as the key problems that I needed to solve. These became my priorities, and I only realized the results when I came back this time.

In contrast to last year, when I got back this year, the line of people to see me were mostly seniors (not the juniors or upper management as last year) and their lists were mostly happy/proud updating, and any key resources or things they needed from me in order to move forward. I could see that they had thought deeper about things, stepped up better, and that the team was MUCH stronger. Confidence levels were higher. Work was moving forward at a rapid pace. Most people were communicating and resolving differences between themselves. It was quite affirming…I knew we had done good over the past year, and it was time to move forward with the next phase of growth…time for me to step up yet again.

For those who ask how things had changed in the first eight months, and how I gauged progress there, here’s something for you. When I first got there at Month #1, only the owners showed up with a long list of complaints of things to fix. No one else wanted to talk to me or have anything to do with me. It took me several months to gain everyone’s trust and get them highlighting their biggest issues. The issues were at a fundamental, extremely critical level…there was a lack of vision, mission, core values, goals, and a complete lack of accountability; which I immediately set about fixing and implementing before I went on break. So the fact that everyone showed up to complain to me with a long list, was in and of itself a big achievement and showcased trust. Their complaints had also shifted from fundamental issues with the company to team-related issues they had with each other –  a HUGE shift (you want complaints to move from being heavily substantive to more trivial issues). Hence I knew we had progressed, but there was still great chaos in other respects.

In conclusion, I think these breaks are invaluable in multiple ways, and hopefully you might take this to heart in terms of your own productivity and that of the company’s.

And this is why I will hopefully continue to take long breaks while my company works.

Its not about how bad you mess up, but how hard you work to fix it!

After a long year away, I’m finally back home for a much-needed break.

Yesterday in my zeal for doing the family’s laundry and saving the planet, I happened to hang a bunch of clothes outside to dry as opposed to using our dryer. My parents were initially against the idea (there were far too many clothes for the outside rack to handle), but relented after I made a logical argument.

They were right (as always). There were more clothes than space on the drying rack or indeed any obvious line, so I decided to make use of the ample garden space and hang some clothes on the branches of some of the larger and well-established bushes in our garden. One of the bushes I used was a seemingly sturdy plumeria in full bloom, and I hung a single T-shirt on its branches…which seemed to hardly alter it. Or so it seemed…

Twenty minutes after I left, when a gust of wind came through, the seemingly large, and unwieldy branch that held the shirt came crashing down and took down another large flowering branch with it. My dad and mom who take such pride in their garden came running out to see what the noise was. They didn’t see the T-shirt, and were standing around puzzled, when I came by. For several minutes, I teased with the idea of covering up my tracks (acting like I had no clue either), but that idea went away quickly when my dad finally saw the offending T-shirt and stared me down. They said nothing, but I knew what they were thinking. Dad went inside to get a drink of water before attempting the clean up.

While he was gone, I set about fixing the mess I created. I apologized to the tree, removed the offending T-shirt and placed it in a safer location to dry, then proceeded to clean up the mess and fix it as best I could. In a few minutes, I pulled out all the flowering buds and flowers and had them in a vase; the fallen branches were cut down and put into the composting bin, and the main trunk was bandaged where it had been badly bruised from the branches being ripped off. I even pruned the rest of the bush to ensure the wind wouldn’t injure it further. The floor was then cleaned, and the place looked as good as new.

credit: backyardnature.net

When dad returned a few minutes later, he was surprised to see everything back in order so quickly. I looked him in the eye, apologized and walked away. I could be wrong, but I saw a glimmer of pride in my dad’s eye as I walked away, probably from having raised me right. No more was said about the incident, and that was that.

What I’ve learned over the years is that its not so much screwing up that matters, but how you set about fixing it that matters. We ALL screw up (people who don’t understand that are NOT the norm), and sometimes we screw up badly. What matters more is how you deal with the situation…take responsibility and set about fixing it. That’s the key to being forgiven and moving on.

Lessons from Costco and Founder, Jim Sinegal

On someone’s excellent recommendation, I watched this MSNBC piece on Costco, which was absolutely brilliant. Despite being a seemingly no-frills operation, the documentary showcased the immense amount of work going on behind the scenes, that keeps Costco being as successful as it is.

Amongst other things, these were the key take-aways:

1. Level 5 Leadership is key:  Jim Sinegal is (and his successor are) another example of successful Level 5 leadership. To date, I had NO idea who founded or ran Costco. But my family and I love going there every chance we get.

2. Work hard to make it look effortless: What looks easy and effortless, really isn’t. An immense amount of research, and work goes on behind the scenes of this seemingly “no frills” business.

3. Word-of-Mouth is cheaper and more powerful, but it also means harder work. Costco relies on word-of-mouth. There is no advertising revenue. But that means more research, more dedication to making smarter choices. Toilet paper

4. Everything is about the Culture. Maintaining the Culture and Core Values of a company is key to any company’s success. It takes continuous work and commitment, but it has HUGE payoffs. Jim says that at around 20:00, and he even highlights why. Watch more to find out.

5. Know your Customer. Costco’s key customer is the middle-class and upper middle class. They know that their customers usually come shopping after a long day at work and don’t really want to spend a lot of effort making choices. Instead, Costco makes it easy to make decisions, and they stock everything within their customer’s price point, and to their taste.

6. Treat your Employees Well: This isn’t rocket science and yet I’m constantly surprised by how many people just DON”T get this. Find good employees and treat them well. They will stay. There is a reason why Costco boasts one of the lowest employee turnovers in the United States. They pay their employees well, provide good benefits, and keep them happy.

7. Stock a few items, but stock well: This is possible only if you know your customer well, which goes back to the need to research well. Costco usually stocks very few products in any category, but these are usually well thought out and win big…toilet paper and wine, to name a few, are BIG sellers. So they get the best in those categories and never let their customers down.

8. Even a small unknown company can be a BIG player: Who knew that Costco is the world’s largest buyer of fine wine? Well it is, and because it is such a huge player, they can even make powerhouse (sometimes egotistical) wine countries like France and Italy cater to their needs. Its similar to how California’s emission policy dictates world emission standards (because California is the world’s single largest car market), or for that matter how Gandhi brought down the British empire. Its not how small or unknown you are…its the power you can wield.