Latest / Minnesota Masonic Histories and Mysteries / Episode 116: 18:53 Working Tools Series: Career-Life Equilibrium

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Episode 116: 18:53 Working Tools Series: Career-Life Equilibrium · Minnesota Masonic Histories and Mysteries

• 0:00
  When you have a high responsibility job, your work hours can readily bleed beyond the nine to five.
• 0:07
  You've got a lot of tasks that seem urgent and important.
• 0:11
  And an endless number of people who need responding to.
• 0:15
  this is of course, especially true in the age of smartphones and digital communication when bosses and colleagues feel free to message you at any time, even when you're normally off the clock.
• 0:29
  The problem of ever expanding work hours may be more prevalent these days, but it's not New General.
• 0:36
  George Marshall faced the issue almost a century ago and found a way to overcome it.
• 0:43
  As Chief of staff of the United States Army during World War ii, Marshall oversaw the expansion of a military ranked 17th in the world into the most powerful fighting force in human history.
• 0:57
  He managed nine theaters of war, helped oversee the Manhattan project, and directed millions of personnel across the globe.
• 1:06
  His job was arguably the most complex administrative role of the 20th century day and night.
• 1:14
  There was always some issue in some branch, in some part of the world that Marshall could be tending to.
• 1:21
  That he could have convinced himself was urgent.
• 1:24
  The face of democracy hung in the balance after all.
• 1:29
  But Marshall walked out of the war department at 5:00 PM almost every single day and didn't think about work until he showed up to the office the next morning.
• 1:38
  How How did a guy who oversaw the largest, most complex military campaign in human history do that?
• 1:48
  When Marshall took over as Chief of Staff in 1939, the war department was a mess.
• 1:55
  Over 60 different bureaus and agencies had direct access to his office, which meant he spent most of his time refereeing petty jurisdictional squabbles.
• 2:05
  Instead of planning a war, Marshall described himself as being, quote, worked to tatters on minor details on quote.
• 2:15
  So in early 1942, he blew the whole thing up.
• 2:20
  He directed Brigadier General Joseph McNerney to streamline the organization.
• 2:25
  The results were dramatic.
• 2:28
  The number of people with direct access to Marshall dropped from over 60 to roughly six.
• 2:36
  He created semi-autonomous commands, army Ground Forces, army Air Forces Services of Supply that handled their own training and supplies procurement.
• 2:47
  and he established the operations division or OPD.
• 2:51
  Which functioned as a single command post that filtered the entire war's worth of data into a manageable stream of intelligence and proposed actions.
• 3:02
  The OPD was the key to the whole thing.
• 3:05
  Theater Commanders had to send copies of all combat related messages to the OPD and the OP D's job was to synthesize that information and only bring the broad phases of plans or changes to Marshall.
• 3:20
  When Marshall sat down at his desk each morning, the information had already been distilled by competent people.
• 3:26
  His only job was to exercise judgment.
• 3:31
  Marshall had a rule.
• 3:34
  If you could not explain your problem and propose a solution on a single page, you didn't understand the problem yet.
• 3:43
  the one page memo requirements, forced his staff to do the hard thinking before they walked into his office.
• 3:50
  Which meant Marshall could review dozens of critical strategic questions in the time it took other commanders to get through a single briefing.
• 4:00
  Marshall's daily routine was boringly rigid, which is what made it most effective.
• 4:06
  he woke up at 6:30 AM and was at the War Department by seven 30.
• 4:12
  He'd get a global briefing at eight, and then he'd dive straight into strategic work throughout the morning He ate lunch and followed that up with a power nap.
• 4:22
  Marshall was a big advocate of the midday nap and pushed Eisenhower and MacArthur to adopt the habit.
• 4:30
  After his nap, he worked through the afternoon until 5:00 PM At 5:00 PM on the dot.
• 4:36
  he'd leave the office for the day.
• 4:39
  What did he do in his personal time?
• 4:43
  Horseback riding?
• 4:45
  It was a non-negotiable part of his day.
• 4:48
  Marshall rode with his stepdaughter, Molly, or alone with his dog fleet.
• 4:53
  He specifically refused to ride with colleagues because he didn't want office talk creeping into his recovery time.
• 5:01
  After riding, he had dinner with his wife Catherine, and was in bed by 9:00 PM.
• 5:08
  Marshall understood that if you work yourself to exhaustion, you won't have the mental clarity and energy to actually do the work you're supposed to do.
• 5:18
  He was able to get more done during the time he did work because he was well rested thanks to that power nap and strict sleeping schedule and refreshed thanks to horseback riding and strict leave the work at Work Policy and by standardizing his schedule.
• 5:36
  He eliminated that low grade decision fatigue that makes you stare at your inbox for 10 minutes without actually writing any emails or causes you to snap at your kid for asking a simple question.
• 5:49
  even on the morning of December 7th, 1941.
• 5:53
  Marshall was out on his horse at Fort Meyer.
• 5:57
  some people at the time criticized the optics.
• 6:00
  Why wasn't the army chief of staff at the office?
• 6:03
  As soon as that day of infamy occurred, but Marshall understood there was nothing he could do immediately.
• 6:11
  So he took the time to get his mind right before he had to get down to business.
• 6:17
  His ability to remain especially cheerful and optimistic in the hours and days after Pearl Harbor.
• 6:24
  Was a direct product of those physical and emotional reserves he built up through deliberate rest and relaxation.
• 6:34
  So what can we steal from Marshall?
• 6:38
  while we may not have to manage nine theaters of war, nor have Marshall's latitude in restructuring administrative operations.
• 6:46
  The author thinks we can use some of Marshall's principles to tame our own workload into a more humane schedule.
• 6:55
  It's all about working effectively When you're on the clock and actually checking out when you're off it, cut the number of communications you have coming in.
• 7:06
  How many people have direct access to your time and attention.
• 7:11
  How many pings and dings do you receive?
• 7:15
  Marshall Cut is direct reports from 60 to six.
• 7:19
  You may not be able to be that aggressive, but you can identify the nonsense that eats your day without producing anything useful.
• 7:28
  Aggressively reduce the number of apps you have to check for communication.
• 7:33
  Use filters in your email so that only the important stuff shows up there.
• 7:39
  turn off notifications from web services that you use.
• 7:44
  Use your phones, do not disturb feature, and only allow VIPs to call or text.
• 7:49
  You Don't attend meetings where you're not needed.
• 7:54
  Get rid of the dead wood.
• 7:58
  organize your communications, and answer them in blocks.
• 8:02
  you don't have an OPD to synthesize your info and give you a one page memo about it, but you can turn the intelligence you receive into a manageable stream and claw back a lot of your time and bandwidth by keeping information and conversations organized into set channels.
• 8:23
  In the author's conversation with business efficiency expert Nick Sonenberg, he said that 20% of an employee's time can be spent just looking for where information about a certain topic or project ended up to shrink these scavenger hunts.
• 8:41
  He recommends designating certain channels for certain communications, text for personal matters, email for external communications with clients, vendors and partners, and apps like Slack for internal team messages by eliminating the search for where particular information resides.
• 9:03
  Nix found that workers gain back hours of time.
• 9:08
  pick your 5:00 PM.
• 9:10
  You don't need to literally knock off every day at 5:00 PM like Marshall did, but you need to establish a hard boundary where you take off your general's cap and put on your personal one.
• 9:24
  Marshall rode every evening because without those hours on the horse, he knew he'd eventually start making bad calls with millions of lives on the line.
• 9:36
  find your horseback riding.
• 9:38
  It could be working out building model trains or reading a book, whatever.
• 9:44
  Pick something that has nothing to do with your job and do it as a way to transition from work mode to private mode.
• 9:53
  If you are an employee rather than a boss, it may be harder to say no to responding to messages when you should be off the clock, but try to have that boundary setting conversation with your supervisor and set expectations with your own behavior.
• 10:09
  If you always respond to messages in the evening and on the weekend, people will take that as the norm.
• 10:16
  If you don't, then they won't expect you to.
• 10:21
  Nick also recommended, keeping in mind that the more emails you send out, the more you'll get back.
• 10:28
  So avoid the temptation to send just one response on a Saturday, lest you find yourself caught up in a back and forth that runs all weekend long.
• 10:39
  If you need to get a response off your mind, write it up and then schedule it to be sent first thing on Monday morning General George Marshall went on to create the Marshall Plan, rebuild Europe and win the Nobel Peace Prize.
• 10:57
  He did all of it on eight hour days with absolute focus, discipline, and a genuine understanding of human limits.
• 11:08
  he understood that a man's effectiveness has a lot more to do with the quality of the work he does at his desk than with how many hours he sits there.
• 11:19
  Brother George Marshall was made a Mason at site on December 16th, 1941 under the jurisdiction of the Grand Lodge of the District of Columbia.