Category: Everything else

What we want to do vs. who we want to be

Most early career advice revolves around finding what we want to do. While picking that mix of industry and function is important, it matters that we also invest in understanding who we want to be.

We may occasionally find a role that is perfect for us at a given period of time. But, if we don’t do the work to understand our motives, values, and long term life priorities, it gets harder to make the sort of career decisions that help us shape both our careers and our lives.

Work is an important part of our lives – but, for most folks, it isn’t life. So, fitting life decisions based on career choices instead of the opposite is an approach that has it backwards. Anyone who has tried it knows that any success you experience will feel incomplete. And, the most predictable outcome of this approach is burn-out at work and unhappiness at home.

This isn’t an either-or choice. We can’t have who we want to be figured out when we are 21 and then start on a career that is a perfect fit. Instead, it is a constant, iterative, process that we need to invest in parallel. With intentional investment, thought, and time, these paths will begin to converge.

And, when it does, the juice will feel well worth the squeeze.

Good fences

In “Skin in the Game,” Nassim Taleb spends time on the Robert Frost quote – “Good fences make good neighbors.”  He makes the point that it is easier for people to like each other as neighbors than roommates.

Thus, interventionists who keep trying to get people to not act sectarian are sure to fail because being sectarian is in our nature. Instead, we’re better off using these sectarian tendencies to keep groups as they are and, instead, design systems that encourage us to work with each other.

Powerful.

Working in our job vs. working on our job

We spend a majority of our days working in our job. This involves doing what we are, at least on the surface, hired to do. For many of us who have the privilege to work in offices, it is some mix of problem finding and problem solving, bringing people together to solve those problems, and selling – lots of selling.

Working on our jobs, on the other hand, is all about taking the time to get direction right. Are we investing in the right products? Are we developing the right skills to operate in our workplaces, build and sell these products? Are we set up to work on the stuff that matters? Are we building the relationships that help us working “in” our job better? Are we making directional progress in our careers?

Working in our jobs vs. working on our jobs is analogous to efficiency vs. effectiveness and managing vs. leading. Our natural bias tends to favor a focus on activity, busy-ness, and efficiency. That’s why it matters that we force ourselves to carve out time every week to ask ourselves the effectiveness questions.

As Peter Drucker wisely reminded us, there is nothing as useless as doing efficiently that which should not be done at all.

Worrying about what we should say or said

It is natural to worry about what we should say or should have said. We have been conditioned to improve our presentation style, be assertive, add value in conversation, etc. So, it is natural to want to over prepare and try to do it right.

Except – it is impossible to do it right all the time. We say a lot during the course of a day and there is no end to worrying about whether we said the right things.

A better approach might be to shift this focus from our words to our actions. Many talk, few do. And, more often than not, our actions speak louder and clearer than the words we speak. The colleague who follows up to your request when she didn’t need to and the manager who didn’t make any changes to your role despite your unhappiness said plenty without saying a single word.

In the long run, we are, on average, better off spending our energies on being better doers than we are better talkers.

PS: The best part about this approach is that the focus on doing makes us much better speakers with relatively minimal effort by simply taking all the pressure of the speaking.

Love the Plateau

The late swimming coach Terry Laughlin had a powerful note on the plateau as he summarized his lessons learnt from George Leonard’s book on Mastery.

“Love the Plateau. All worthwhile progress occurs through brief, thrilling leaps forward followed by long stretches during which you feel you’re going nowhere. Though it seems as if you’re making no progress, learning continues at the cellular level. If you follow good practice principles, you are turning new behaviors into habits.”

Progress is lumpy. We experience short periods of acceleration when we go through an intense experience, crystallize important learning, or, every once a while, experience a good outcome. But, between these periods of acceleration, we go through long periods of time (i.e. the plateau) when we’re just working away in relative silence.

Channeling Terry Laughlin, keep working away purposefully. Love the plateau – love is a verb.

Managing expenses on Google Spreadsheets – follow up

I wrote about managing expenses on Google spreadsheets earlier this week and offered to share a template. I was admittedly blown away at the response. Unlike other posts where I tend to hear from a few folks I’ve come to know well, long time readers sprang out of nowhere asking about the template (read: it was a delight meeting you all). It is no wonder good blogs on personal finance build up large and engaging readerships. Anyway, I digress.

As promised to those of you wrote in, please find the template here. You should just be able to download the Google sheet as an excel file on your computer or copy the Google sheet. Below are a few notes that might help.

First, I’ve added a few notes on the Google sheet to make the flow of sheets intelligible. The main principle at play is consciousness. We consciously enter every expense on the sheet using the “Sheets” app by Google. We also ensure we track all our subscriptions in one place so we’re being intentional about shutting subscriptions we don’t use. The yearly math sheet just ensures we have a macro view of what’s going on.

Second, we don’t use a budget anymore. The 2012 version had budgets – but, we shelved them a few years back. We realized that we don’t make frivolous spending decisions if we’re conscious about our expenses. So, we didn’t see benefit of the overhead involved with setting and maintaining a budget. That doesn’t mean we haven’t made dumb or and the occasional expense we’ve regretted. But, thanks to this sheet, we discuss it and aim to learn from it. Our biggest lesson from these reflections is to simply pause 24 hours before making a large expense.

Third, while there’s a tab for investments, we don’t use this sheet to manage it. We are fans of the app “Personal Capital” and use the free version to get an overview of how things are going. An important complementary document is a living document called the “Finance Thesis Sheet” that I’ve written about before. I’d co-created a “learnographic” a few years back that synthesizes lessons learnt on personal finance and investing – those principles, for the most part, inform our approach to investments.

Fourth, the paycheck sheet is a very lightweight version of the finance thesis sheet. We’ve tried to maintain conscious boundaries about how we think about our money. The key here is to assume we earn far less than we do, not increase our expenses as our income increases, and to make sure most money goes to longer term investment accounts.

Fifth, as you can tell, this is all (relatively) low tech. We’ve been recommended many fancier apps from time to time. But, the key feature of all these apps is that they do the work for us. And, that’s a problem where we’re concerned. We spend a few mins every week going through our accounts, talk about any anomalies, and look at trends annually to see how we’re doing. Doing the work to understand how we’re spending our money is a feature for us – not a bug.

Hope you find this useful. Look forward to hearing your notes and lessons learnt.

Things that do not scale – in business and life

On balance, growing our business requires us to do things that scale. We need processes, infrastructure, and systems that help us deliver value to hundreds, thousands, or even millions at a time. You may not want to over-think scaling as you find product-market fit – but, beyond that, businesses that succeed do a good job with scaling.

The dichotomy here is that our life and careers work the other way around. The more you obsess about scaling your impact, the less you contribute in the rooms you are actually in. The more you attempt to personalize, the less personal you are.

Deciding to not do things that scale means doing fewer things – but doing them in a way that is authentic to us. It means adding our brand of thoughtfulness to the emails we send. It means demonstrating our brand of extraordinary care to the folks we touch on a daily basis. And, it means writing those thank you notes.

Our contribution, and ensuing impact, on people are often determined by our ability to consistently do things that do not scale.

Investments and soap

I came across an intriguing quote on investments from a banker at Merrill Lynch- “I’ve always felt that investing is like a bar of soap. The more you handle it, the smaller it gets.”

It is both a powerful analogy and a great reminder that, when it comes to investments, doing nothing for long periods of time is a very powerful tactic.

Managing expenses on Google Spreadsheets

There are many personal finance tools that help automate managing our expenses with fancy graphs and stats on our expenses. Mint, for example, uses data from your credit cards to generate graphs about your spending across categories. Each of your credit card apps likely do so too. But, if you’re in it to be on top of your expenses, I’m still a big fan of managing expenses on a Google Spreadsheet.

I’d shared a simple Google spreadsheet template in a post on calculating expenses 6 years back. We still use an evolved version of that template (happy to clean up + share an updated version if it is valuable to you). And, managing our expenses involves entering each expense. This process has friction built into it by design because the friction inspires consciousness.

We get all the other benefits – we always know exactly how much we’ve spent across major categories. And, we have a wealth of historical data cut in a way that makes sense to us.

We recently compared notes on how we do this with a couple of friends and they tested the “old fashioned” spreadsheet approach as well. Their first reaction after switching was that their spreadsheet made them acutely aware of the areas where they wanted to minimize expenses. This is so true – it is effective to the point where you soon realize you don’t need a budget.

Every technology tool creator’s goal is to make our lives more convenient. But, it is on us to both find the right tools and add the necessary amount of friction to use these tools consciously.

And, as far as topics that are as important as personal finance go, the more the consciousness, the better the long term outcome.

The three main things

Before we wade into that ocean of email/messages on other communication tools and start working away on everyone else’s priority list, the first question for Monday morning is – are we clear about the three main things that will help us move the needle this week? 

It is okay if the three things evolve as we receive new information over the course of the week. It is also okay if we decide someone else’s main thing is more important than ours. It is just not okay to not have given our list of three things thought and definitely not okay to not have them written down someplace where they can be tracked.

In a workday with more communication tools than people we need to actually communicate with, the main challenge with getting things done remains the main thing. The main thing, it turns out, is to keep the main thing the main thing.

In the long run, everything else is gravy.