Vacation Season's Here At Last!

Oh wait . . are you kidding?!? Not for me! I’m teaching all summer long – our program doesn’t take a summer break! So me, I’ll likely be plugging along at my own office desk through the variably hot, mild or overcast summer weather of beautiful Sonoma County where I live.

Vacation Snorkeling!

But for much of the working western world, it’s that time when employees begin pondering escape from the proverbial rat race for their much anticipated vacations.

Although I’ve always been more of a spring/fall traveler, myself.

An interesting article got tweeted recently which stimulated this train of thought: Should you contact that vacationing employee? The article gives what seems to me to be quite prudent advice to an employer about how to decide when it’s appropriate to interrupt an employee on vacation.

During my many years of law firm employment, I’ve run the gamut on this one. I have indeed been phoned while on vacation. I’ve been phoned at 10 pm. I’ve been called into the office on a Saturday afternoon to fix something that went awry. I didn’t really begrudge these interruptions to my non-work life – in most cases, they were legitimate emergencies.

That said, I have a confession to make. Historically, I have been a bit rebellious on this topic!

Don’t get me wrong. I do not endorse rebellion in law firms. It is generally a poor strategy for maintaining gainful employment. But truth be told, I have not always been docile and compliant when it came to making myself available during non-work hours, including but not limited to vacations.

There was a particular small law firm in my past, with a particular beloved attorney (No, really! I was fond of her! Honest!) who was notorious for . . . how shall we put this . . . neglecting certain boundaries. For example, she was prone to sitting at her desk and hollering my name when she needed something, causing me to stop what I was doing, get up from my desk, and walk into her office to say, “What?” Rather like my mother used to do, and evoking a startlingly similar emotional response.

Now granted, she probably thought it was silly to pick up the phone and call me when I was right next door. And maybe that’s true. I dunno . . you pick your poison.

She was also prone to phoning me (if I wasn't within hollering distance, that is) in “dire emergencies.” Such as not being able to find a piece of paper she suddenly needed.

Which was on her desk.

Which she was standing next to.

Knowing this, I once intentionally failed to leave my contact information when I went on a week-long vacation. (Note: This was before everyone and her brother had a cell phone.) I knew that while she may have had difficulty finding a document on her desk, she would have had no difficulty tracking down my phone number while I was travelling, if it was anywhere in the office. And I knew she would call me when she couldn’t find that piece of paper. Which was on her desk. Which she was standing next to.

And in fact, I learned upon my return that she had indeed asked others in the office for my contact number on that vacation when she couldn’t find something. But they didn’t have my contact information either. Woops! (It was a nice vacation :)

There was another law firm (this time in BigLaw) where, at a certain point due to a massive case I was managing, I was offered a firm Crackberry Blackberry.

And I refused. (GASP!) 

Because I knew what would happen. I knew that notwithstanding all assurances that I truly wouldn’t be expected to be on call 24/7, in reality I would receive countless evening/middle of the night emails, to which I would be expected to reply. Those same attorneys who refrained from phoning me at 10 pm (thanks for that, guys!) would still have emailed me at all hours of the night, and would have stared hopefully, expectantly, at their own Crackberrys, anticipating my inevitable response.

And if I failed to respond, you can bet I would have heard about it.

So I politely declined, and they didn't force me to carry one. (Thanks for that too, guys!) And lo and behold, the world kept turning, and the case was (ultimately) successful anyway.

It may seem by this that I’m advocating a refusal on the part of staff to make themselves available to their attorneys in off-hours times of need, and I’m really not. There are times when things go wrong after hours, or even, heaven forefend, in the middle of a vacation, and the team player is willing to help out.

No, I’m simply advocating establishing some reasonable boundaries to our personal lives, and assisting our bosses in respecting them.

After all, we all need a little vacation now and then!

Driven: Part 3, Or, What do YOU call work?

If it’s work then it can’t be play, and if it’s play then it can’t be work.

Or can it?

Think about this. Imagine a little kid who loves to draw. During play time at preschool, she draws because that’s what she loves to do. Then imagine she’s told that as a reward for drawing during play time, she’ll get a pretty blue ribbon. And for a while at school, she gets the ribbon every time she draws. And then one day there’s no ribbon.

What do you suppose happens?

Well, Daniel Pink* describes a study done some years ago (at 37-38) with a group of kids who liked to draw. Some were promised a reward for drawing and others were not. The kids who didn’t get ribbons continued to draw during play time because they liked to. But the kids who were promised ribbons for drawing quit drawing when the ribbons stopped coming.

Why?

The reward had turned play into work.

Or think about this. Remember Tom Sawyer and whitewashing the fence? Tom tricked other kids into whitewashing his fence for him, because he made the chore seem exciting.

He turned work into play.

Or think about this. Wikipedia. An online encyclopedia completely written by volunteers. Or open source software, such as FireFox. A free web browser developed primarily by unpaid programmers. Is what they do work? Is it play? What’s the difference?

What qualifies a task as "work"? Is it as simple as getting paid? Or does it have more to do with how we feel about it? What makes a task fun, and what makes it drudgery? Do we define work as unpleasant, and unpleasant tasks as work?

Once we realize that the boundaries between work and play are artificial, we can take matters in hand and begin the difficult task of making life more livable.

~Mihalyi Csikszentmihalyi, Beyond Boredom and Anxiety

Pink says that contingent rewards – if you do this, then you’ll get that – can result in a loss of interest in the project because the interest shifts solely to the reward. And that can be counterproductive.

It’s interesting, isn’t it? It strikes me as having huge implications for me as a self-employed (self-motivated) freelance paralegal. And the implications may be even greater given that I primarily work remotely such that my attorney clients can’t see me working.

About which, more in the next post in the series!

*This post is the 3rd in my series of musings on Drive: The Surprising Truth About What Motivates Us, from which the examples discussed in this post derive. Daniel H. Pink. New York: Riverhead Books, 2009.

Driven: Part 1, Or, Embracing My Inner Nerd

Do you know what one of my amazing nephews bought me for Christmas? Daniel H. Pink’s mind-blowing book, Drive: The Surprising Truth About What Motivates Us. (The other amazing nephew bought me another wonderful book, but that’s fodder for a different future post.) I didn’t read it right way, and now that I’ve started I find it hard to put down, and it’s causing my synapses to fire overtime.

So this is the start of a little series of posts recording my reflections as I read this book, because I believe it has such important implications for the path I’ve been on throughout my career, the reasons behind some of the choices I’ve made, my current virtual paralegal business venture, and on the nature of entrepreneurship itself – which as you know I think about quite a bit here on this blog.

As one might guess from the title, the purpose of the book is to discuss human motivation, how the theories of motivation and the tactics used to motivate in the business world have changed over time, with implications for employers, employees, and just about everyone else. 

Pink postulates two general categories of people as defined by what drives them: extrinsic motivation, which he calls Type X, and intrinsic motivation, which he calls Type I. So assuming the same baseline standard of living, a Type X person is more motivated toward achievement by outer rewards such as money or honors or recognition or perks, while a Type I person is more motivated to achieve by something more internal, “the freedom, challenge, and purpose of the undertaking itself.” (at 78.) And lots of implications arise from these two different motivations.

Well, the first explosion that went off in my head that I want to talk about is this:

I now realize that I have pretty much always been a Type I person.

When I was a young kid, I was content to read for hours. All that reading didn’t gain me popularity, influence or lots of friends (I think mostly it gained me a rep as a weirdo), but it was satisfying to me. 

There was a period during high school, when I would spend hours studying and researching stuff. Stuff that hadn’t been assigned by teachers. And that didn’t have any purpose in particular except that I was curious, and driven to figure it all out. 

(“GEEZE what a colossal nerd!!”  Well yeah, pretty much I was. Am. Whatever. My brother playfully refers to this trait of mine as OCD (is it playful??) and I take exception to this, but this longstanding little joke between my brother and me is a whole ‘nother story, so I’ll just move on.)

My first “real” job after college was for a non-profit organization at which I worked long hours, and had very little money. I did it because at the time, I cared about the work and the cause, and believed we were helping. I found the group effort very satisfying.

Later, my career path took a more conventional turn (such as law firms), but I still never did the angling some of my colleagues did to command the highest salary out there. As long as I felt valued by my supervisors and co-workers, and believed I could take pride in doing work of excellent quality, I tended to stick around, with or without hefty pay raises.

And I begin to see how this fact – the fact that I am so strongly motivated by the satisfaction of performing well, of making my own decisions and of providing work of value – has led me here. To start my own business. To continue the struggle to build a client base in a bad economy. To create a lot of informational and educational materials for which I’m not compensated financially – at least not at the moment (although there are certainly lots of other – well, intrinsic compensations).

It’s fascinating. My head is spinning. I hadn’t looked at myself and my career trajectory in quite this way before.

What about you? How do you think you’re motivated?

What Matters To You?

I was recently left a bit breathless by a very arresting blog post by Peter Bregman called “Don’t Regret Working Too Hard.”  The springboard was an article suggesting that as people near the end of their lives, their two most common regrets are not having lived a life true to themselves, and having worked too hard.  From this, Bregman suggests that one might address – or perhaps prevent - these regrets by figuring out what really matters to us, and trying to spend time working on those things, rather than on things that are not meaningful to us.
 

As a CEO, Bregman took his post in a different direction than I can as a small business owner with no employees, but his chief point still brought me up short.

So the question is, what matters to you?

That is a critically important question to explore.

After all, I don’t want to spend any time – now or later – regretting that I worked too hard, or regretting that I missed out somehow on being my best self, doing what I most wanted to do.  And for me, it isn’t so much about working too many hours, but rather, working on projects I don’t value.

On one level, this idea is reaffirming to me, because I’m aware that I started down this path of owning my own business for precisely this reason.  I became aware that what really matters to me is having a work life that isn’t so alienated from my “non-work” life.  Having more autonomy, more control over the texture and quality of my days.  Being my own boss, reaping all the fruits of my own labor rather than primarily enriching others. 

So in that respect, I am indeed spending my time working on what matters to me, and that is a gratifying thing to realize.
 

My challenge going forward is to never stop asking myself what matters most to me, and to continue to find ways to spend my time doing just that.

What matters most to you?